PROJECTS DESIGNING THE FUTURE

ARENAS ENTERTAINMENT GUARANTEED WITH VERSATILITY AND EFFICIENCY

ETHYLENE XXI MEGAPROJECT GENERATES GREAT EXPECTATIONS IN MEXICO

PROJECTS DESIGNING THE FUTURE

F R ES H C H A L L E N G ES

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contributionAround the globe, as this issue of Odebrecht Informa helps demonstrate, the Group’s teams are using their expertise to help communities and countries make their dreams come true. Although they make that contribution by working on major projects – in the cases featured in this issue – there is a kind of work that is always necessary and for that reason (and not just that) it should be appreciated. They are apparently simple tasks involving details that often go unnoticed amid the routine of complex projects. But they are essential activities, carried out by men and women who love what they do. In the words of Michelangelo, “Details make perfection.”

desenvolvimentoParceria para o

A união de esforços entre o setor público

e o setor privado tem produzido enormes

avanços para o Brasil em infraestrutura.

Portos, aeroportos, rodovias, ferrovias, usinas

hidrelétricas, redes de distribuição de água e

tratamento sanitário, sistemas de transmissão

de energia, entre outras estruturas estão sendo

qualificadas e modernizadas em vários estados.

São investimentos fundamentais para que as

diversas atividades econômicas do país

possam se desenvolver. A Odebrecht participa

desses esforços e assim contribui de forma

decisiva para o desenvolvimento nacional.

Construção do estaleiro e da base naval do Programa de Desenvolvimento de Submarinos da Marinha do Brasil, em Itaguaí (RJ)

RESPONSIBLE FOR CORPORATECOMMUNICATION AT ODEBRECHT S.A.Sérgio Bourroul

RESPONSIBLE FOR BRAND CONTENTAND MANAGEMENT AT ODEBRECHT S.A.Karolina Gutiez

EDITORIAL COORDINATIONVersal EditoresEditor-in-Chief José Enrique BarreiroExecutive Editor Cláudio Lovato FilhoEnglish Translation H. Sabrina GledhillPhoto Editor Holanda CavalcantiArt/Graphic Production Rogério NunesElectronic Publishing and English EditionCoordinator Juliana Ferreira Olivieri

Printing 516 copiesPre-Press and Printing Ipsis

Editorial offices:Rio de Janeiro +55 21 2239-4023São Paulo +55 11 3641-4743e-mail: [email protected]

You can also read magazine• on the Internet, at www.odebrechtinforma.com.br,where you can access videos and other reports;• on your iPad, by downloading the Revista OdebrechtApp free of charge from the App Store.

The Odebrecht Group is made up of:

BusinessesOdebrecht Industrial EngineeringOdebrecht Infrastructure - BrazilOdebrecht Infrastructure - Latin AmericaOdebrecht Infrastructure – Africa, Arab Emirates and PortugalOdebrecht United StatesOdebrecht Real Estate DevelopmentsOdebrecht EnvironmentalOdebrecht Oil & GasOdebrecht LatinvestOdebrecht PropertiesOdebrecht TransPortBraskemEnseada ShipbuildingOdebrecht AgroindustrialOdebrecht Defense and Technology

InvestmentsOdebrecht Brazil FundOdebrecht Africa Finance Odebrecht Latin Fund

Support CompaniesOdebrecht Energy SupplierOdebrecht Insurance BrokerOdebrecht Retirement FundOdebrecht Project EngineeringOdebrecht Export Services

Social ProgramOdebrecht Foundation

Capa_Ingles.indd 2 10/21/14 5:15 PM

developmentPartnership for

The joint efforts of the public and private

sectors have produced major advances for

Brazilian infrastructure. Ports, airports,

roads, railways, hydroelectric dams, water

and sewer systems, and power transmission

systems, among other structures, are being

retrofitted and modernized in several states.

These investments are key to the

development of a wide range of economic

activities in Brazil. Odebrecht is taking part

in these efforts, making a decisive

contribution to national development.

Building the shipyard and naval base for the Brazilian Navy's Submarine Development Program in Itaguaí, RJ

E D I T O R I A L

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A ctive in 23 countries and several productive sectors of

the economy, Odebrecht has long since established itself as a global, diversified organization. Thanks to the growth of its operations, it is Brazil’s largest private-sector employer. In that country and worldwide, the Group now has over 180,000 members who are responsible for directly serving demanding clients by carrying out strategic projects for countries in all corners of the globe. Among other attributes, this dynamic, fast-paced process requires constantly deepening the ethos of service, being increasingly effective at sharing knowledge, and being prepared to master new technologies. This is a drive that leads to greater synergy among the Group’s Businesses while bolstering its global and diversified character. In this issue of Odebrecht Informa, which focuses on the fresh challenges Odebrecht’s teams are tackling around the world, you will

AN ONGOING JOURNEY

find examples of a highly qualified entrepreneurial contribution that is helping make it possible to carry out projects that, in many cases, will become icons for development in their communities and countries. This is the case, for example, in the Brazilian city of Itaguaí, Rio de Janeiro; in Angola’s Malanje Province, in the Mexican state of Veracruz, and in Quito, Manta and Guayaquil, Ecuador, where Odebrecht teams are carrying out major projects that you will find out about (or revisit) in the following pages. These projects represent the natural and logical outcome of a journey whose first steps were taken 70 years ago under the leadership of the Group’s founder, Norberto Odebrecht, and which is now reaching a new era. But this is a means to an end, not an end in itself. As the saying goes, the journey is as important as the destination. And there is only one destination: improving people’s lives, wherever they may be. ]

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π Enseada Shipbuilding members at Kawasaki's facilities in Sakaide, Japan: learning in a multicultural environment

H I G H L I G H T S

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Honing team members’ expertise, mastering technologies and the ethos of service enable Odebrecht companies to meet the demands that characterize modern times (and are designing the future)

COVER

Fresh Challenges

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The Ethylene XXI Project, underway in the Mexican state of Veracruz, will enable the country to slash imports

MEXICO

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Through Biocom, this African nation will take a decisive step towards balancing its energy mix

ANGOLA

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ECUADORProjects in the transportation, water and power sectors are the highlights of a national development boom

TECH TRANSFERUTEC: replicating a Braskem technology developed in Brazil at the company’s unit in Texas

Maestro Antônio Carlos Jobim – Galeão International Airport in Rio de Janeiro. Photo by Geraldo Pestalozzi

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Orlando Santini, Ricardo Mazzuti, Érico Dantas and Viviane Arantes: their stories and useful tips

FOLKS

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INFRASTRUCTUREThe Arco Metropolitano beltway links five main access routes in Rio de Janeiro State

ARENASModern, safe and comfortable facilities host soccer matches and a variety of other events

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ODEBRECHT FOUNDATIONIn the Southern Bahia Lowlands, youths make TEO a touchstone for work and life

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Carlos Alberto de Oliveira discusses an icon of technological progress and bolstered sovereignty called Prosub-EBN

Herculano Barbosa writes about the major difference knowledge can make in companies’ growth processes

INTERVIEW

ARGUMENT

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C O V E R

BUILDING TOMORROW, FULL STEAM AHEAD

π Odebrecht Members in Ecuador: the company is experiencing a highly productive phase during the nation’s current development boom

F r e s h C h a l l e n g e s

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THE HIGHLIGHTS OF ODEBRECHT’S GLOBAL OPERATIONS INCLUDE INITIATIVES IN THE TRANSPORTATION, POWER, PETROCHEMICALS AND DEFENSE INDUSTRIES

π Odebrecht Members in Ecuador: the company is experiencing a highly productive phase during the nation’s current development boom

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To produce the reports you will read in the following pages - a small but highly significant number of features about the new challenges facing the Group’s teams around the world today - Odebrecht Informa reporters and photographers took to the field with their minds on the future. In Brazil and other countries, they set out to gather the words and perceptions of people who are responsible for taking forward an enterprising history focused on serving clients and communities in several parts of the planet. People who are dealing with fresh demands and new technologies with the assurance that the entrepreneurial culture they share is the key to productively experiencing a new era that is ushering in great transformations. The Ethylene XXI project, underway in Mexico; Biocom, in Angola; the Sonaref Refinery, also in Angola; the Trasvase Daule-Vinces water supply project in Ecuador, and the newly begun concession to operate Rio de Janeiro’s international airport are examples of projects the Group’s teams are helping deliver. As always, their work is grounded on the principles and values of the Odebrecht Entrepreneurial Technology (TEO) - initiatives that are spotlighting the changes underway in the world and the paths that are emerging before them. The future. What is to come. As always, it will bring opportunities for growth and progress. The challenges of this new era invite us to take advantage of them in the most positive way and make them a tool for contribution - with benefits that must extend to everyone.

π Ethylene XXI Project in the state of Veracruz, Mexico: decisive impact on the nation’s balance of trade


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π Stretch of the Arco Metropolitano beltway between Duque de Caxias and Nova Iguaçu: changing the state’s logistics structure

Written by Edilson Lima | Photos by Cícero Rodrigues

CONNECTED ROADSRIO DE JANEIRO’S ARCO METROPOLITANO BELTWAY LINKS THE STATE’S MAIN ARTERIES

It’s September, and the teams are already being de-mobilized. The feeling at the construction site is “mission accomplished.” They have just complet-ed a tremendous undertaking: building the Arco Metropolitano beltway in the Baixada Fluminense area, which connects the main access routes to Rio de Janeiro and will have a major impact on its economy. “This project will change the state’s lo-gistics structure,” says Odebrecht Infrastructure - Brazil Project Director Cassiano Politi, regarding the construction of the new roadway, which opened on July 1.

The dream of building the beltway dates back to the 1970s, but the Federal and State governments only decided to break ground in 2008. The 145-km Arco Metropolitano links the city of Itaboraí to the

Port of Itaguai, and half the project involved dou-bling the width of existing routes. The other half consisted of a new 72-km stretch divided into four lots. Odebrecht Infrastructure was responsible for Lot 1 (15 km) as well as 10 overpasses (eight with metal arches) built as a joint venture with another construction company for all four lots.

The challenge lies in the soilTo deliver the beltway, the company’s teams had to overcome numerous challenges presented by the soil. Along its route, they identified several sections made up of compressible (soft) soil that required a special engineering solution. “We were able to ex-cavate and remove soft material from depths of up to 2 meters. Any deeper than that, we had to use a

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chemical-fiber drainage system of fiber tubes. The water flows through them after being compressed by the fill materials we deposited in the area,” ex-plains Engineering Manager Joaldo Lemos. Once the drains and fill materials were in place, all they had to do was wait until the end of the discharge process – that is, the amount of time required for all the water in the soft soil to be drained off until the soil was stabilized.

A project like the Arco Metropolitano not on-ly requires moving large amounts of earth but al-so a large contingent of equipment and people. Therefore, the company’s teams put numerous safeguards in place to protect the environment. The work they did with endangered species – frogs (Physalaemus soaresi) and fish (Notholebias Minimus) that live in an area of Mário Xavier National Forest in the municipality of Seropédica - is a good example. The original plans would have required reclaiming land in that area. To avoid im-pacting the natural habitats of endangered species, the solution was building two 50-m flyovers (one

π Environmental Engineer Izabel Aguiar: monitoring noise and air pollution

in each direction). “We took great care to minimize the project’s impact, which involved everything from accurate monitoring of noise and air pollution to environmental education to ensure our team’s commitment to the protection of endangered species,” explains Environmental Engineer Izabel Aguiar.

There are 15 wildlife passages along the entire length of the beltway, five of them in the national forest area alone. As for the plant life, while con-struction was under way, the project produced 39,000 native seedlings for reforestation. At the peak of the project, the teams found 68 archaeo-logical sites that have been preserved and retrieved by the Brazilian Institute of Archaeology. Fifteen of that total were located in Lot 1.

Economic opportunitiesAll told, the construction project created 6,000 job opportunities, 1,500 alone on the stretch of road under Odebrecht Infrastructure’s respon-sibility. Bruno Jardim, 23, made good use of that


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will benefit from an additional BRL 343 million in tax revenue per year and a GDP impact of BRL 1.8 billion as a result of this project. Companies based in COMPERJ (the petrochemical complex current-ly under construction in Itaboraí), the Duque de Caxias industrial park and the Port of Itaguai will also benefit from the new logistics infrastructure. Furthermore, the beltway will reduce the presence of 35,000 vehicles on access routes to the city of Rio de Janeiro, helping alleviate traffic jams.

“Many logistics companies and industries will come to this region as a result. For our team, it is gratifying to know that we helped build a highway that will be a watershed for Rio de Janeiro,” says Project Director Cassiano Politi. ]

π One of the project’s overpasses with metal arches: complex execution and esthetic style

opportunity. He started out as an assistant, and six months later he was promoted to Auxiliary Construction Technician. “I don’t wait around for things to happen. When I see a an opportunity, I go out and grab it,” he says. Construction Foreman José Luiz Ferreira da Silva observes, “For people who really wanted to work, there was no lack of open doors.” Carpenter Edvaldo Araújo, better known as “Massaranduba,” explains, “Big projects are major learning experiences, especially about teamwork.”

The Arco Metropolitano beltway is linked to five interstate highways: Rio-Santos, Via Dutra, BR-040 (Rio-Brasília), BR-116 (Rio-Bahia) and BR-101 (Rio-Vitória). According to the Rio de Janeiro State Federation of Industries (Firjan), the state

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LET US ENTERTAIN YOU

Written by Eduardo Souza Lima

MARACANÃ, ITAIPAVA FONTE NOVA AND ITAIPAVA PERNAMBUCO OFFER RECREATIONAL AND SERVICE OPTIONS THAT GO BEYOND SOCCER GAMES

No one has hit the net more times at Maracanã than Zico – 333 goals in 435 games. When the star strik-er visited the massive concrete stadium after it was adapted for modern times, he gave his expert opinion: “It has the same aura” (see the interview with the for-mer Flamengo and Brazil squad star on page 14). The stands of the Itaipava Fonte Nova Arena were built on the site of the previous stadium of the same name, us-ing steel and concrete recycled from the demolished structure. The first chapter of the Itaipava Pernambuco Arena’s history was written in May of last year.

However, all three stadiums share several features in common – they are run by Odebrecht Properties in the Brazilian cities of Rio de Janeiro, Salvador and Recife, and designed to be multipurpose venues that offer rec-reation and entertainment options and services that go beyond hosting soccer games.

“Sure, concerts were held at the old stadiums, but a lot of improvisation was required. These arenas were planned for that purpose, including the acoustics and backstage areas,” says Eduardo Falcão, the Commercial and Marketing Director for the Itaipava Pernambuco

π Itaipava Fonte Nova Arena on match day: cutting-edge technology protects the grass


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Arena, where 20,000 people attended a musical spec-tacle called “The Greatest Show on Earth” on August 3, 2013.

Located in São Lourenço da Mata, in Greater Recife, and seating up to 45,000 people, the Itaipava Pernambuco Arena is still making a name for itself. Officially opened a little over a year ago, it is gain-ing ground, encouraging supporters from the interi-or to attend soccer games (the city of Recife’s club is Náutico, but the Sport and Santa Cruz soccer clubs also play their most important matches there), and families and outdoor sports enthusiasts to enjoy its tree-shaded grounds. Its 4,600 parking spaces are an added convenience.

“In downtown Recife, all that would be unthinkable. Our prices are highly competitive compared with shop-ping malls, convention centers and local hotels. We had a truck fair here not long ago where visitors could test drive the vehicles. Where could you do that down-town?” asks Eduardo Falcão. The arena’s Commercial and Marketing Director says that its versatility also makes it possible to use the pitch in several different ways: “We have a stadium format, which is a smaller stage facing one side of the stands, creating a kind of amphitheater for up to 4,000 people. The old stadiums didn’t have this modular design. That’s not a criticism – there’s no comparison. This is the way forward.”

Pitch and standsSeating up to 50,000 people, the Itaipava Fonte Nova Arena also inherited its horseshoe shape from the original stadium and stands. The tips of the horseshoe flank the South Plaza, a space specially designed for events like the Elton John concert in February, when he sang for 40,000 fans. “When we were building the arena, we studied the stage maps for major international concerts. The Rolling Stones’ stage would fit in there easily,” observes Carlos Najar, the Commercial Director for Hospitality and Events. In addition to sitting in the bleachers, the audience can stand on the pitch, where the Easyfloor technology protects the grass.

Other parts of the arena can be – and have been – used for a variety of events: “We’ve hosted every-thing from the DJ David Guetta’s concert to corporate meetings for 15 people in the boxes. One day there was a corporate event in the morning and a religious one in the afternoon,” says Najar. The arena is also equipped with 250 CCTV cameras and offers 2,000 parking spaces to ensure visitors’ safety and convenience.

The Itaipava Fonte Nova Arena’s prime location and versatility also give it the excellent average of two non-soccer events per week, and there is a tour for vis-itors from Mondays through Saturdays. But it is just as successful when it comes to the beautiful game.

π Itaipava Pernambuco Arena: modular design

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Supporters of the Bahia soccer club – the home team – are doing their bit. “In 2013, we averaged 40% better attendance than the Brazilian Championship. Our tick-et price policy also guarantees a full house,” says Najar.

The eternal “Temple of Soccer”Maracanã is not called the “Temple of Soccer” for nothing. Despite its multipurpose character, its main activity is hosting soccer games. “That’s why we still call it a stadium. Maracanã hosts up to 89 games a year, the equivalent of almost three European seasons,” ex-plains Chief Marketing Officer Marcelo Frazão. Its average attendance is also higher than the Brazilian Championship: 30,000 compared with 14,000. “In the case of Flamengo, that figure is as high as 45,000, more than the European leagues,” says Frazão. In addi-tion to Flamengo, two other Rio teams, Botafogo and Fluminense, play their main games in the stadium, which seats up to 79,000 supporters.

Maracanã has also hosted a variety of events fea-turing household names ranging from the Rolling Stones to the Pope. Today, however, it does not have to resort to improvisation. “The North Tunnel was de-signed specifically for moving equipment, for example. Previously, the cranes that are used to set up the main stage had to be brought in in parts and put together on the pitch,” explains Frazão. Currently the stadium offers 26 different event spaces, ranging from boxes to areas covered with artificial turf, as well as internal parking facilities and lounges.

“Recently, the bleachers were used for college en-trance exams, and a religious event occupied the entire pitch,” adds Frazão. Maracanã is also a major tourist at-traction, and the site of daily tours. It has received over 200,000 visitors since it reopened.

Members of the Odebrecht Group and partner companies are another audience of interest. Launched on September 22 and led by Daelcio Freitas, Odebrecht Properties’ Entertainment Communication program is an in-house campaign to attract this audience to the arenas as clients. “We are using all of the Group’s channels of communication: the magazine, websites and Odebrecht TV. The idea is to offer advantages to all our members and partners. Because Odebrecht and its partner companies hold lots of corporate events, we want to bring them into the arenas,” explains Daelcio. The program also offers discounts for season tickets (annual packages) and tours. Another important chan-nel for publicizing the arenas has been social network-ing. “We are reaching a million people on Facebook, which is a means of direct communication not only with company members but with the general public,” says Daelcio.

Arthur Antunes Coimbra, better known as Zico, Maracanã’s great-est striker, shares his opinions about the new era for the stadium where he shone and became a star.

π Memories I have the best possible memories as a player, and mainly as a fan. Honestly, I never dreamed I’d become a soccer player and get the chance to play in this sacred temple. I started going to Maracanã before I was 10, especially during the finals. I watched the decisive matches between Flamengo and Botafogo in 1961, 1962 and 1963 - the times Botafogo lost, with Garrincha and Gerson playing, for example. I also saw the 1963 Flamengo vs. Fluminense match, with the largest attendance the stadium ever had, and Flamengo was the champion. Arriving in the stadium and seeing the fan clubs’ colors was spectacular. When I got there early, I’d make a point of leaving the stands and going back in, just to feel the impact of the sight of those fans.

π Zico on the pitch at Maracanã: emphasizing the need to bring in new events to the stadium

Zico at home, but with a difference


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π Which titles and goals were most memorable for you?I won my first title as a pro in 1974, when I played for Carioca. Those are great memories. We had the advantage of scoring a tie against Vasco and won the title. Another memorable ti-tle was the Brazilian Championship of 1980, my first. All 333 goals were important, but one that I scored in 1974 during a Flamengo vs. Grêmio match was the most beautiful goal of all. It’s a shame a photo of that hasn’t turned up to this day.

π Aside from playing for Flamengo and Brazil, have you got any other special memories of Maracanã?I remember the arrival of Santa Claus. I went there several times for that to take my kids. The Brazil vs. Russia volleyball game was unforgettable, because it was an awesome event. I also played in a penalty shootout in the final with Vasco and won. I was just a penalty kicker and goalie on the five major Rio teams [Flamengo, Vasco, Fluminense, Botafogo and América]. I hope that big shows will come back to the stadium soon, prov-ing that it is possible to hold major events here, just like other stadiums around the world.

π Do you remember playing in another stadium as iconic as this one?Maracanã has always been the main stage. It really has always been my favorite.

π How does it feel to come back to the stadium and see a statue of yourself? That recognition is very gratifying. It makes me proud. Seeing Maracanã completely refurbished was the best thing for every-body. I like the comfort it provides to the fans. They needed that. The pitch is wonderful, and you can see the game from anywhere in the stadium.

π During the World Cup, you said there’s no such thing as a new Maracanã or an old Maracanã, there’s just Maracanã. Why do you think there is still a certain amount of resistance to the new arenas?I think it’s getting better, the more people keep attending regu-lar matches. That way they can get to know the stadiums better.

π How do you view the presence of companies like Ode-brecht in the running of the stadiums?Common sense should always be used. Anyone who runs them needs to make money, [because they are] taking on high costs and need to make a profit. But there’s no way to have all that without [putting on] a good event. You have to think of ways to help clubs and organizers keep the stadium full. Bringing new events to the stadium is key to that process. Maracanã will always be Maracanã.

π What do you think about the fact that families are going back to the stadium?I think it is extremely important. Soccer is a show, and the more comfortable and safe people are, the easier it will be. However, it’s also important to improve transportation to make it easier for people to come and go, especially [scheduling] game times. You can’t blow the starting whistle at 10 pm when workers need to get up at 6 am. The All-Star Match, which returned to Maracanã in the past year, plays that role. It’s an event that attracts people of all ages, and it’s already on the calendar of Maracanã’s regular visitors.

π What do we need to do to make sure that soccer regains the prestige that was tarnished during the last World Cup?The way forward is renewal and hard work. Stop thinking you’re the best in the world. That ended a long time ago. We’re not anymore. We don’t have to start from scratch, but that process takes time and patience. ]

π Zico on the pitch at Maracanã: emphasizing the need to bring in new events to the stadium

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Written by Julio Cesar Soares | Photos by André Valentim

RIO’S ICONIC AIRPORT IS ULTRA-BRAZILIANGALEÃO AIRPORT, A RIO DE JANEIRO LANDMARK AND ONE OF BRAZIL’S MAIN GATEWAYS, IS NOW BEING OPERATED AS A CONCESSION

π Galeão: opened in 1979, since August 2014 it has been operated by the Rio Galeão Concessionaire, ushering in a new era


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“Rio of sun, sky and sea / In another minute we’ll be arriving in Galeão.” Written in 1963, the “Airplane Samba” is one of the masterworks of singer/songwriter Antonio Carlos Jobim, ex-tolling the beauty of Rio’s Copacabana Beach, Christ the Redeemer and Guanabara Bay. The gateway to these wonders, according to Jobim, is Galeão Airport, originally built as a military base in the 1950s.

Galeão was rebuilt beginning in 1974, un-der Odebrecht’s responsibility. More than 6,000 workers participated in the project, which re-quired four times the amount of concrete used in Maracanã Stadium, according to an issue of Odebrecht Informa published that year. By 1979, the new Rio de Janeiro International Airport was ready and, with it, a new gateway to Rio de Janeiro emerged.

Galeão has always been a major challenge for Odebrecht. The company, which had already es-tablished itself in Rio de Janeiro through con-struction projects like the Petrobras Building and the campus for Guanabara State University (UEG), now Rio de Janeiro State University (UERJ), made its debut in the construction of international air-ports in the state capital. Now, more than three decades later, Galeão is presenting a fresh chal-lenge for the Group: participating in the Rio Galeão Concessionaire, formed in partnership with Changi Airports International, one of the largest airport operators in the world, and Infraero, which operates 61 Brazilian airports. This is Odebrecht’s first airport concession.

Galeão is located on Governador Island in the North Zone of Rio. “It drives the city, whether through tourism or business. Along with the in-vestments Rio de Janeiro is making in infrastruc-ture for the 2016 Olympics, the airport’s modern-ization is keeping pace with the changes underway in the city. I have no doubt that our efforts will re-store the airport’s important place as a major port of entry in Brazil,” says Luiz Teive Rocha, President of the Rio Galeão Concessionaire.

Investing in changeAccording to Infraero, the Brazilian airport au-thority, while the average number of passengers grew about 40% between 2003 and 2010 in air-ports worldwide, in Brazil that figure increased by 118%. This has generated a demand for in-vestments that the state cannot afford to meet. As a result, the Brazilian government has decid-ed to form partnerships with the private sector,

π Galeão: opened in 1979, since August 2014 it has been operated by the Rio Galeão Concessionaire, ushering in a new era

dividing some of the country’s major airports into two lots of concessions.

The first lot involved three airports: Juscelino Kubitschek International Airport, in Brasília, Viracopos International Airport, in Campinas, São Paulo, and Governador André Franco Montoro International Airport in Guarulhos, São Paulo. In the second lot, the airports auctioned were Galeão and Tancredo Neves International Airport, better known as Confins, in Belo Horizonte.

In the last decade, Odebrecht has consolidat-ed a new area of operations that deals directly with the end client. Through concessions of toll roads, water and sewer services and the newly ac-quired sports arenas, the Group has built up expe-rience and strengthened its knowledge in markets whose direct users are not companies but individ-uals. Before bidding for the Galeão concession, the company engaged in three years of preparations, studying the feasibility of improvements to Rio’s international airport involving members of several Odebrecht companies and bringing in the expertise of its partners - two giants in the airport sector.

Since it took the helm in August 12, 2014, Rio Galeão airport’s new management has been mak-ing the changes it proposes to offer the facility’s users. Some are clearly visible. “The public can already see some results, such as new informa-tion counters and a call center, free wi-fi for 30 minutes, and upgraded parking facilities with au-tomatic gates, security cameras and more light-ing,” explains Luiz Teive Rocha. By the end of the 25-year concession, the airport will have received a BRL 5-billion overhaul. Slightly less than half that amount will be invested by 2016, including the creation of new parking spaces and expansion of the aircraft apron, more passenger boarding bridg-es and new check-in counters, among other im-provements.

Working in a fully operational airport, Odebrecht Infrastructure faces the challenge of upgrading its infrastructure. The planned works include construction of a new departure pier, which will feature 26 new jet bridges, building a new parking structure with over 2,000 spaces, adding 500,000 sq.m to the aircraft apron, and refurbishing Terminal 2. “Our biggest challenge is doing the work while the airport is fully opera-tional. We will have 4,000 members on the proj-ect at the peak of construction, while, each year, 260,000 airplanes land and take off at Galeão and over 17 million passengers come and go in the same period. We have to do the work without

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allowing it to impact the lives of the airport’s us-ers,” explains Pedro Moreira, the Project Director responsible for those works.

New challenges for peopleIn addition to the Infraero professionals who are still assigned to the airport during the transitional phase, 352 Odebrecht members are working at the Rio Galeão Concessionaire - 101 from other Group companies and the others recruited from the job market, according to Gabriel Paixão França, the of-ficer Responsible for People and Organization at Rio Galeão. “People always want the same things

- respect, challenges, helping build a better soci-ety, growth and development. And all that is part of our culture.”

Tatiana Pizolante dos Guaranys, the conces-sionaire’s Retail Manager, is one of the people who recently joined the company. “It was very easy to adapt to the Group’s culture because it is some-thing that I already carry with me; something I learned growing up,” she says. Through initiatives like the Culture Introduction Program, Tatiana and her co-workers have learned more about the Odebrecht Entrepreneurial Technology (TEO) and its influence on company members’ daily lives.

π Tatiana Pizolante dos Guaranys: “Retailers here deal with a different market”

π Building the new departure pier: working while the airport is fully operational


19Odebrecht informa

“Our members are catalysts of our culture and help spread it every day here at Galeão,” says Gabriel Paixão.

Tatiana spent many years working in Rio de Janeiro shopping centers. Compared with her pre-vious job at the Leblon mall in the south of the city, she has found a different dynamic at the airport. “Retailers here deal with a different market. People pass by the shops on their way [to their flights], so what we do is optimize services to make sure they are not delayed. Not to mention that we deal with a range of emotions throughout the day: meetings, farewells, anxiety, relaxation. There are several variables that help us understand and mainly pro-vide the best possible service to our clients.”

Odebrecht members who came from other Group companies are also finding themselves in a new world. This is the case with Leandro Carvalho de Azevedo Dantas, the officer Responsible for the Business Area of Rio Galeão. He joined the orga-nization seven years ago as an intern in Salvador, Bahia, helped build the Itaipava Fonte Nova Arena,

and took part in studies of the airport concession when he worked in the financial area. Once the concession was awarded, he changed areas again. Now he is in the commercial department, where he is responsible for four fronts: car rentals, du-ty free shopping, aircraft fuel, and parking facil-ities. “Personally, I’m tackling a huge challenge. I had an idea of what I was taking on, and the ana-lytical planning structure I acquired during those these seven years has been very useful. I also have a team that helps me a lot.”

In 1999, after the death of Antonio Carlos Jobim, Galeão was given a new name: Maestro Antônio Carlos Jobim International Airport, a fit-ting tribute to the singer/songwriter who loved the city of Rio. Bit by bit, the airport is undergo-ing a transformation, once again becoming a place where locals and tourists encounter Rio de Janeiro and generating the good expectations in the fa-mous samba tune whose lyrics opened this story: “Water sparkling, runway coming / And we are going / To land.” ]

Rio International Airport is keeping pace with change in the city

BRL 5 billionby the end of

the concession

250 new sign boards

1,900 hectares in area

17 million passengers in 2013 4,000 new light

bulbs in the parking lots

4 Panther 6x6 fire trucks

By 2016

Completed

new check-in counters

new aircra� parking positions

new jet bridges

new parking spaces

684726

2,700

227

26

25

26

26

Check-in counters

Airlines

Domestic destinations

International destinations

Jet Bridges

Investing

BRL 2 billionby 2016

THE NEW GALEÃO

150 new power outlets in the departure lounges

20

The airport that Rio deserves.

By 2016,a new RIOgaleão.Odebrecht TransPort, Changi Airports International–operator of the best airport in the world–and Infraero have come together to operate Tom Jobim International Airport. Working towards the 2016 Olympic Games, the new RIOgaleão will gain international standards and a carioca soul.

Th

www.riogaleao.com

/riogaleao

@riogaleao

Get to know our channelsand stay connected.

21Odebrecht informa

The airport that Rio deserves.

By 2016,a new RIOgaleão.Odebrecht TransPort, Changi Airports International–operator of the best airport in the world–and Infraero have come together to operate Tom Jobim International Airport. Working towards the 2016 Olympic Games, the new RIOgaleão will gain international standards and a carioca soul.

www.riogaleao.com

/riogaleao

@riogaleao

Get to know our channelsand stay connected.

22

The world’s attention will turn to Brazil when that country launches its first nuclear subma-rine in 2025. That vessel will patrol the Brazilian coast, also known as the Blue Amazon. Covering an area of 4.5 million square kilometers (equiv-alent in size to the Amazon region), it produces 85% of the nation’s oil, not to mention being the access route for 95% of foreign trade.

The submarine will make Brazil a member of the select group of five countries that own this technology, now made up of France, Britain, the United States, China and Russia. Odebrecht is playing an important role in the Brazilian Navy’s plans. The Group is responsible for the design and civil construction of the naval complex that is being built on Madeira Island in the munic-ipality of Itaguaí, Rio de Janeiro. That facility will be used to construct five submarines - four conventional and one nuclear - all designed with French technology.

Technological cooperationThe Submarine Development Program-Shipyard and Naval Base (Prosub-EBN) is an initiative that dates back to 2008, when Brazil and France signed a technological cooperation agreement and Odebrecht formed a partnership with Direction des Constructions Navales et Services (DCNS), a state-owned French shipbuilding company, to receive and acquire the manufacturing technol-ogy for Scorpène-class subs. This partnership gave rise to Itaguaí Shipbuilding (ICN), formed by Odebrecht (59%) and DCNS (41%) to assem-ble the submarines. Through their partnership agreement, French specialists have trained more than 60 Brazilian engineers and technicians, ma-ny of them members of Odebrecht.

Fábio Gandolfo, the Odebrecht Infrastructure - Brazil Managing Director responsible for the Shipyards and Nuclear area, is the leader of the company’s operations in Prosub-EBN. He stress-es the synergy between Odebrecht Infrastructure

and the other Group companies involved in the project - Odebrecht Industrial Engineering and Odebrecht Defense and Technology - in a high-ly representative case of crosscutting among the organization’s businesses. “This has been criti-cal to the success of the project,” he says. “The Brazilian Navy expects seamless integration be-tween Odebrecht companies,” says Fábio, 53, a civil engineer who has been with the Group for 31 years.

Three stagesThe Prosub-EBN program is divided into three stages. One of them, building the Metal Structures Manufacturing Unit (UFEM), was completed in 2013. Located near the Nuclebrás Equipamentos Pesados S/A (Nuclep) building on the Rio-Santos highway, the 56,000-sq.m facili-ty will manufacture the submarines’ components. Another stage is construction of the North Area of the Naval Base, which will include a Radiation Decontamination Center, a bus terminal, a tran-sit hotel, the Brazilian Navy Quartermaster Center, and other support services for accom-modating officials and visitors. The third stage is the construction of the Shipyard and South Area of the Naval Base, on Sepetiba Bay. The maritime works were completed in 2013. During that stage, metal stakes 1 m in diameter, averaging 42 m in length, were driven into the sea to build the pier, and the diaphragm walls were built (underground steel and concrete walls to bear the weight of dry docks), with a thickness of 80 cm to 1 m, and depths of up to 60 m.

Another highlight of the program is the con-struction of the radiological complex, currently being studied by the Brazilian Navy. Odebrecht Infrastructure has mobilized a team of engineers with experience in the nuclear area for this proj-ect, which will begin after obtaining permits from the National Nuclear Energy Commission (CNEN), the Brazilian Institute of Environment

DIVING INTO THE FUTURE

Written by Boécio Vidal Lannes | Photos by Geraldo Pestalozzi

THE PROSUB-EBN PROJECT PUTS BRAZIL IN THE SMALL GROUP OF COUNTRIES THAT OWN THE TECHNOLOGY TO BUILD SUBMARINES


23Odebrecht informa

π The Main Hall under construction: the main building will house the Submarine Manufacturing Workshop

24

and Renewable Natural Resources (IBAMA) and international supervision agencies.

Alongside the completion of civil works for the Main Hall, which will house the Submarine Manufacturing Workshop, Odebrecht Industrial Engineering teams are working on several fronts: assembly of piping and electrical installations; purchasing, receiving and installation of mechan-ical equipment, and installation of the building’s overhead cranes. The two largest cranes can hoist up to 150 metric tons. They will be used to move sections of the submarines that will arrive sepa-rately from Ufem in trucks and travel through a 703m-long and 14.5m-wide tunnel to reach the workshop.

“Good, motivated people”“Good, motivated people. With profession-als like that, we can meet the challenges of this project,” says Pablo Martínez, 56, Odebrecht

Industrial Engineering’s Project Director for Prosub-EBN. An 18-year Odebrecht member, this electrical engineer leads an industrial as-sembly team of 450 people. At the peak of con-struction, the workforce will reach 1,400. His biggest challenge on the project was assembling the largest hydraulic press in Latin America, with a total weight of more than 2,000 metric tons and an 8,000 metric ton capacity, installed in the Nuclep building. It can bend the subma-rines’ steel plates, which are 5 inches (12.7 cm) thick.

Celso Rodrigues, 63, the Prosub-EBN Project Director responsible for civil construction works, observes, “What we have here is a tre-mendous opportunity to educate new people, which will help build the future of the Group.” Based on 29 years’ experience at Odebrecht, Celso says projects like this give younger mem-bers a multidisciplinary education by enabling

π Inside the Main Hall: the current stage of the project includes assembling the facility’s traveling cranes


25Odebrecht informa

them to work with services like earthmoving, the assembly of steel structures, construction of tunnels, piers and dikes, and laying foundations on land and at sea.

The sharing of knowledge within the orga-nization is another aspect of this project that has special significance. Much of the expertise acquired through Prosub-EBN is being applied in the construction of the Paraguaçu Shipyard, a commission from Enseada Shipbuilding be-ing carried out by Odebrecht Infrastructure and Odebrecht Industrial Engineering. Located on the banks of the Paraguaçu River in Maragogipe, Bahia, the project’s technical features are similar to the design of the submarine project. In Bahia, however, the shipyard will build drillships for Sete Brasil, commissioned by Petrobras. In addi-tion to professionals and construction methods, several pieces of equipment were transferred to the construction site in Bahia, such as barges, drills and piles driven in the sea. “We are expe-riencing this synergy every day. That’s what the client expects from us,” says José Luiz Coutinho, 58, who has been with the Group for 40 years.

π José Luiz Coutinho in Maragojipe: experiencing synergy on a daily basis

He manages the construction project being car-ried out by the Paraguaçu Shipyard joint ven-ture, a partnership between Odebrecht, OAS and Constran.

NationalizationAdmiral Gilberto Max Roffé Hirschfeld, General Coordinator of the Directorate for the Brazilian Navy’s Nuclear Submarine Development Program (COGESN), and responsible for man-aging Prosub-EBN, is clearly enthusiastic about the venture. He points out one of the factors that has bolstered the program - the publication of Brazil’s National Defense Strategy, drafted by 10 ministries, calling for Brazil to develop a na-val force of conventional and nuclear-powered submarines.

According to the Admiral, Prosub-EBN is based on three pillars: education, technology transfer and nationalization. “It would make no sense to invest BRL 23 billion if we have not ab-sorbed the knowledge,” he says. “In that partic-ular, Odebrecht’s commitment and competence are outstanding.” ]

Már

cio

Lim

a

26

C O M M U N I T Y

NURTURING SELF-ESTEEM

Hercilia Harumi Iwanaga eats breakfast ev-ery day at 5 am. After feeding the dogs leashed to the door of the house she inherited from her grandparents, she starts another day’s work on her small farm in the rural area of Itaguaí, 70 km from downtown Rio de Janeiro. Along with her siblings Yukio and Suneo Iwanaga, she plants fruits and vegetables on their 7.2-hectare prop-erty.

Since 2012, Hercilia has been taking part in the Fair Food project, an initiative to support family farms whose partners include Odebrecht

Written by Boécio Vidal Lannes | Photos by Geraldo Pestalozzi

IN RIO DE JANEIRO, WHERE THE PROSUB-EBN PROJECT IS UNDERWAY, AN INITIATIVE IS CREATING FRESH PROSPECTS FOR FAMILY FARMS

Infrastructure – Brazil. The company is respon-sible for building the facilities for the Submarine Development Program – Shipyard and Naval Base (Prosub-EBN) on Madeira Island in Itaguaí, where five submarines will be built – including a nuclear sub. The client for this project is the Brazilian Navy, which is developing a community relations project in the area.

Prosub-EBN’s main social outreach initiative, the Fair Food project aims to restore self-esteem, value labor, increase family incomes and improve farmers’ quality of life. Its partners also include

π Hercilia Iwanaga: important work that improves quality of life


27Odebrecht informa

the City of Itaguí, the Bank of Brazil, and Emater/RJ, among other government agencies.

Odebrecht Infrastructure acquires most of the local production for consumption in Prosub-EBN’s cafeterias. The kitchen teams use bananas, guavas, lettuce, cassava, okra, cauliflower and wa-tercress as ingredients in the meals they prepare. Most of the people who enjoy a fresh guava for dessert have no idea that before arriving at their table, each fruit is individually protected with a bag while still on the tree to prevent it from be-ing eaten by caterpillars.

Sowing, planting and harvesting with special care is the rule at the small farms included in the Fair Food project. Yukio Iwanaga has stopped using pesticides and is seeking organic certifica-tion. With the support of Pesagro, he has been experimenting with five tomato varieties to dis-cover which are more resistant to pests. “Quality products are worth more on the market,” he says. Yukio has set aside some of his land to grow veg-etables for sale to Prosub-EBN.

Odebrecht provides an agronomist and an ag-ricultural technician to teach the farmers new planting methods. Before the program, local pro-duction was limited to okra, cassava and gua-vas. Today, farmers plant more than 20 types of crops. In a meeting held in early September, at-tended by the Odebrecht Informa team, 10 of the

24 families participating in the project discussed the need to establish a cooperative as a faster way to obtain loans from government banks.

In May 2014, Manuel Arruda delivered his first batch of bananas to 21 Itaguaí schools. He sold about 600 kg for school lunches in a single week, and deliveries will continue until the end of 2014. Cesar Gonçalves and his son Julio are planting coconuts, cassava, bananas and vegeta-bles. They are also getting ready to sell their pro-duce for use in school lunches. “With no middle-man, we’re sure to make a profit,” observes Julio.

Digital and professional educationSupport for family farming is the biggest high-light, but community outreach is also going on on other fronts. The community of Madeira, a neighbor of Prosub-EBN, was the first to bol-ster its ties with the project through the Hit the Net program. A free digital education course taught by Odebrecht volunteers, it has en-abled 367 people to acquire computer skills. The Acreditar (Believe) Ongoing Professional Education Program has helped local people ac-quire job skills, enabling them to join the teams working at the construction site. “The program has graduated 438 people,” explains Prosub-EBN Administrative and Financial Manager Kid Meirelles. ]

π Hercilia and other participants in the Fair Food project: the Prosub-EBN project’s cafeterias consume

most of their produce

28

I N T E R V I E W

CUTTING-EDGE TECHNOLOGY, EXPERT PROTECTIONCARLOS ALBERTO DE OLIVEIRA, MANAGING DIRECTOR OF ICN

Written by Emanuella Sombra | Photo by André Valentim

Carlos “Cao” Alberto de Oliveira is Managing Director of Itaguaí Shipbuilding

(ICN), the Odebrecht Defense and Technology (ODT) affiliate that is taking part in

the construction of five submarines - four conventional and one nuclear powered –

under the Submarine Development Program (Prosub). An initiative of the Brazilian

Navy, which runs the program, Prosub is enabling the country to build and operate

submarines through technology transfer, placing it on the select list of nations

with that expertise. After 25 years’ experience with the Odebrecht Group, Cao

joined the ICN team in March 2014. In this interview, you will get to know details

about the project and its complexity and importance for Brazil, and see a good

example of crosscutting synergy among the Group’s companies and Businesses.

29Odebrecht informa

π How did the Prosub project originate? The National Defense Strategy, created in 2008 by the Federal Government through the Ministry of Defense, directed the investments needed to equip and prepare the armed forces in their quest for increasing the country’s security and strengthening its sovereignty. The con-struction of submarines through Prosub, the Brazilian Navy’s Submarine Development Program, emerged in that context.

π How did ICN/ODT come to take part in the project? To implement the project, Brazil has France as a stra-tegic partner through DCNS, a company that has mas-tered the technology. To build four conventional subs and one nuclear submarine, DCNS signed a partnership with Odebrecht, which has extensive international experience with complex projects. This partnership resulted in the creation of ICN [Itaguaí Shipbuilding] in 2009. Odebrecht owns 59% of its total capital.

π What are the most complex features of the Prosub project, in your opinion? Prosub is an extremely complex project that requires expertise and mastery of cutting-edge technologies. Speaking of the nuclear submarine [technology], in par-ticular, it is highly sophisticated and currently owned by just a few countries: France, the USA, China, Russia and the UK. I should also underscore the challenge of creating a nuclear reactor small enough to fit into a smaller space on the submarine. It requires highly skilled workers, some of whom received specialized training in France. We cur-rently have over 1,200 members working on the project. You have to know all the embedded technology and master it. We understand that this is what sets Prosub apart, and that is highly motivating. We are taking on challenges that will enable Brazil to prepare its profes-sionals to do extremely skilled work in operations that are only carried out by a small group of nations. Moreover, we are helping Brazil strengthen its sovereignty and protect its natural resources and its people ever more efficiently.

π ODT (via ICN), Odebrecht Infrastructure and Ode-brecht Industrial Engineering are jointly participating in Prosub. Can you tell us more about the importance of crosscutting in this project, and how it adds value for the client?Odebrecht Infrastructure - Brazil was contracted early on in the project to build the facilities for the UFEM [Steel Structures Manufacturing Unit], where the submarines are being built. Odebrecht Infrastructure is also respon-sible for the construction of the Shipyard and Naval Base (EBN), a project that involves Odebrecht Industrial Engineering. Crosscutting between Odebrecht Infrastruc-

ture, Odebrecht Industrial Engineering and ODT allows us to combine those companies’ experience in large and complex projects, and the synergy between them also facilitates things because it streamlines processes. The performance of the two Businesses’ teams, based on TEO [the Odebrecht Entrepreneurial Technology], contributes decisively to the smooth flow of the work. The expertise of both Businesses is important to the running of the project and makes dialogue among the companies and between them and the client more efficient. I believe that finding solutions and solving problems “in house” makes our performance more effective and agile, and that bene-fits the client, which is what is most important.

π How important is the Prosub project for Brazil? It is extremely important! With the construction of a nuclear submarine, Brazil is joining the group of coun-tries that own this technology. The nation is gaining an important advantage, both in terms of deterring potential conflicts and having real prospects for international busi-ness. Don’t forget that this type of submarine is the most efficient tool for surveillance and protection there is for a country like Brazil, which has a vast and rich coastal area known as the Blue Amazon.

π So is that the main focus of the submarine construc-tion program? Brazil’s coastline is about 8,500 km long, and Brazilian legal waters [AJB] cover a total area of approximately 4.5 million square kilometers - the so-called Blue Amazon, which contains biological and mineral wealth. More than 90% of Brazil’s oil, about 2 million barrels per day, is extracted from the ocean, and that figure is growing thanks to the exploitation of the pre-salt layer. Approxi-mately 95% of Brazilian foreign trade is conducted by sea. Most major Brazilian cities, ports and industrial com-plexes are located on the coast. To defend these priceless assets, the Brazilian Navy, in accordance with the National Defense Strategy, is striving to keep pace with the latest developments, mastering cutting-edge and efficient tech-nologies and neutralizing undesirable external interests. We believe we are playing a role in our nation’s history, and that makes us very proud! ]

“WE ARE HELPING BRAZIL STRENGTHEN ITS SOVEREIGNTY”

30

UNDER THE SKIES OF VERACRUZ

Written by Cláudio Lovato Filho | Photos by Bernardo Montoya

THE LARGEST PRIVATE-SECTOR INVESTMENT NOW UNDERWAY IN MEXICO, THE ETHYLENE XXI PROJECT WILL ENABLE THE COUNTRY TO SLASH IMPORTS

π The Ethylene XXI project construction site, near Nanchital, Veracruz: producing 1,050,000 metric tons of polyethylene per year by 2015


31Odebrecht informa

π The Ethylene XXI project construction site, near Nanchital, Veracruz: producing 1,050,000 metric tons of polyethylene per year by 2015

32

Coatzacoalcos is less than an hour by plane from Mexico City. Once you arrive in Minatitlán Airport, which serves the city and the region, it is a nearly 40-minute drive to Nanchital. As you travel down that road, the gigantic towers are an increasing-ly constant - and impressive - presence. We are in the southeastern state of Veracruz. This area on the hot and humid shores of the Gulf of Mexico is where Pemex, Mexico’s state oil and gas company, has most of its petrochemical facilities. The entire country is now looking in that direction with great expectations. The reason has a first name and a sur-name: Braskem Idesa - Ethylene XXI.

The largest private investment underway in Mexico today and the largest ever made by a Brazilian company in that country, it will produce 1,050,000 metric tons of high- and low-density polyethylene per year as of October 2015 at a pet-rochemical complex being built by 16,500 work-ers, 98% of whom are Mexican. Its highlights (see infographic) include a low-density polyethylene plant, two high-density polyethylene units, a crack-er (a plant that converts ethane gas into ethylene) and utility plants that produce power, steam and water. Designed with the latest technology by ex-perts from Europe, the Americas and Asia, these industrial units are the heart and soul of a super-lative project, the bold outcome of a nation’s com-mitment to making its economy even stronger, and

the confidence and persistence of the investors and a group of companies.

Mexico consumes about 1.8 million metric tons per year of polyethylene and imports 65% of that total. It aims to meet the domestic demand when the Braskem Idesa petrochemical complex begins production. This means that Mexican imports of polyethylene will be drastically reduced, resulting in a projected savings of USD 1.5 billion per year.

At the jobsite – the size of 100 professional soccer pitches – the huge contingent of workers, mostly members of the contractor, Ethylene XXI, is working on the current phase of this megaproject: electromechanical assembly. Ethylene XXI is a joint venture of Odebrecht Industrial Engineering (lead-er), Technip of Italy and Mexico’s ICA Fluor.

"We’re in the right place at the right time with the right raw material,” says Cleantho Leite, who has been with Braskem since the compa-ny’s inception in 2002 and is now Responsible for Business Development, Institutional Relations and Communication at the Braskem Idesa joint venture. Braskem has a 75% stake in the USD 4.5-billion venture, and the remaining 25% is owned by the Mexican group Idesa.

It is the right place, explains Cleantho, because Mexico has a large consumer market and main-tains free trade agreements with over 40 countries. It is the right time because Mexico has a strong

π Nanchital’s cathedral: the region has benefited from professional education programs for local workers


–

33Odebrecht informa

The oldest of the three is 34 years old. The other two are 27. All are Mexican nationals. Two of them, Adrián Ríos Domínguez and Leonardo Daniel Zúñiga, are not only the same age but were both born in Coatzacoalcos, Veracruz, the main city near the Ethylene XXI project site. Industrial engineer Jim Bruce Irving Buenfil Cobos is from Tuxtepec, Oaxaca. All of them are distributed control system operators and members of the big Braskem Idesa team.“What we are experiencing here is something you can’t learn in school,” emphasizes Leonardo Zúñiga, an operator at the plant that will produce low-density polyethylene (LDPE). He began working in the petrochemical industry at age 19. Leonardo visited the Triunfo Petrochemical Complex in southern Brazil in April and May this year. He was impressed by the experience and expertise of the professionals he met there, as was Adrián Ríos, who visited the Duque de Caxias complex in Rio de Janeiro in May. Having an opportunity to share knowledge with his Brazilian co-workers was especially motivating for him. “It is exciting to be taking part in this project, because of everything it involves and means,” says Adrián, who works at the cracker plant, which converts ethane gas into ethylene, the raw material for polyethylene. “Controlling equipment operations with such advanced technology is a huge challenge.” Jim - who got is name because his father loved American cowboy films - is an operator at the OSBL, which is made up of the utilities facilities responsible for providing the

power, water and steam required to operate the complex. He adds, “Mexico needs investments like this.”In Mexico City, at the headquarters of Braskem Idesa, Leonardo, Adrián and Jim’s co-workers are focusing on different programs, but they are also experiencing a highly motivating time. This is the case with Daniela Avila Rosas and Alan Avalos. They are members of the Commercial Program – Daniela is on the Client Service team, and Alan works with Logistics. The current phase involves pre-marketing. “We are preparing our clients for the start-up of the complex’s operations,” says Daniela, who joined Braskem two years ago. She has a business degree and was born in Tampico, a region that is one of Mexico’s leading producers of oil and gas. Braskem now has 210 active clients in Mexico. They currently import raw mate-rials that the company produces mainly in Brazil, but also in the United States. The expectation is that that number will rise to 400 when Ethylene XXI begins pro-duction. “Our challenge is to ‘sell’ a plant that does not exist yet,” she observes. Alan adds, “It is very motivating to participate in a project from the very start.” The focus is on mid-sized clients – manufacturers of packaging, pipe, film and water tanks, for example. “You have to establish a relationship of trust with them,” says Alan, who joined Braskem Idesa as a Young Partner (trainee) in January 2013. A native of Mexico City, he has a BA in Business and a graduate degree in Logistics. “I feel lucky to be participating in a project like this.”

Times of preparation and expectation

π Daniela Avila Rosas: “We are preparing our clients for the start-up of the complex’s operations”

–

34

economy, is seeking private investments and offers good conditions to make them happen – that is, it is a magnet for investors. And it is the right raw mate-rial because of all the inputs used by the petrochem-ical industry, according to Cleantho, ethane will be the most competitive for the next 15 to 20 years. “It is a modern, large-scale project with a competitive product in a competitive country,” he stresses.

It all started with 18 peopleThe story of this venture dates back to 2008, when the Mexican government launched an international tender for the installation of a petrochemical com-plex to produce polyethylene in the state of Veracruz. The country wanted to attract private investors. Braskem and 31 other companies (from Mexico and other countries) took an interest in that business.

Over the course of the process, several compa-nies gave up on the idea, but Braskem stuck with it, in line with its Vision for 2020. It identified a local partner - Idesa, a business group with a long track record in petrochemicals. Then, in November 2009, the partners won the tender, and in March 2010, the two companies created the Braskem Idesa joint ven-ture. The contract with Pemex guarantees the sup-ply of natural gas (ethane) for 20 years.

At first, there were just 15 Braskem mem-bers and three of Idesa’s people involved in the project. They worked under the leadership of Braskem’s Roberto Bischoff, who is still the offi-cer Responsible for the petrochemical business-es in Mexico. At the same time, Braskem’s Stefan Lepecki became the officer Responsible for run-ning the Mexican venture. His responsibilities range from finding and selecting technologies for the complex and hiring the joint-venture con-tractor to negotiating with government agen-cies and state-owned companies like Pemex, CFE (the Federal Power Commission) and Conagua (the National Water Commission), which are tak-ing part in the venture as suppliers. “This is more than a megaproject,” explains Stefan Lepecki. “It’s a greenfield megaproject, built from scratch, which makes it vastly more complex.”

The next step, taken in 2011, was contracting the joint-venture contractor under an EPC (Engineering, Procurement and Construction) contract for the full implementation of the project.

The engineering and procurement phase involved companies from Mexico, the United States, Europe, South America and Asia. “Today, 85% of the EPC contract is now complete,” says Stefan.

1 2

5

6

11

7

34

8

9

10

The Ethylene XXI petrochemical complex will product high- and low-density polyethylene for domestic consumption and export

CRACKER

UTILITIES

COOLING TOWERS

FLARE

HIGH-DENSITY POLYETHYLENE

LOW-DENSITY POLYETHYLENE

LOGISTICS AREA

WATER TREATMENT

DEMINERALIZING SYSTEM

STORAGE AREA

SUPPORT FACILITIES

INDUSTRIAL PLANT1

2

3

4

5

6

7

8

9

10

11

887,932 sq.m

202,275 sq.m

32,923 t44,811 t

of concrete

built area

of steel structures

of electromechanical assembly

16,500 peopleof 21 nationalities

IMPACT OF A MEGAPROJECT

MÉXICO Veracruz

29,149 t of pipe

62,000,000 person-hours


35Odebrecht informa

The 16,500 workers commute to the con-struction site daily in 300 buses and 35 vans. In September of this year alone, the project hired 1,140 people. “We have 98% Mexican workers,” says Caetano Rocha Lopes, the Administrative Manager for the construction project. When it began assem-bly work that required a higher level of expertise, the Ethylene XXI joint venture expanded its recruitment strategy to the national level.

“We are recruiting professionals in 29 Mexican cities with oil and gas industries,” says Paulo Levita, the officer Responsible for Administration at the Ethylene XXI joint venture. Previously, most of the workforce had been hired from the pool of skilled professionals in the vicinity of the project. The Creer (Believe) professional education programs (which have adopted and adapted the model of the Acreditar program), as well as Health, Safety and Environment initiatives, specific skills (such as op-erators and welders) and immersion in the com-pany’s entrepreneurial culture have played a ma-jor role in grooming teams to work on the project. “The implementation of this megaproject has had a very positive impact on the socioeconomic situation of the region. This is the first time in 30 years that it has been the target of a major investment. This required paying special attention to our political and union relations strategy,” says Levita. He adds, "Another ongoing challenge is the integration of the teams, which come from three companies with completely different cultures, starting with their languages, and accentuating the planned delegation process.”

The challenge of alignmentIn his office at the project’s headquarters, Eduardo Rozendo, the Odebrecht Industrial Engineering Project Director and the officer Responsible for helming the work of the Ethylene XXI joint venture, thinks about people, processes and equipment. He especially thinks about alignment - keeping every-one on the same page. “That is the big challenge,” he says. Another Odebrecht member, Alejandro Daniel Castaño, who is directly responsible for construc-tion, agrees. “We work with a large number of sub-contractors. We have to permanently groom a large number of workers, preparing them to work safely on a highly complex project. And we’re talking about 16,500 people,” stresses Castaño.

The crosscutting operations of Odebrecht Industrial Engineering and Braskem include the two companies’ activities in different joint ventures – in other words, to get results and generate benefits for all, they must also be administered within the sphere of their relationships with partners from dif-ferent business cultures. “And that,” adds Rozendo, “is going on in the context of a greenfield megaproj-ect – an international EPC contract whose logistics involves 17 countries and massive quantities of ma-terials and equipment, in which everything must be aligned to achieve success. You must know how to build teams. And empathy is essential when dealing with different cultures.”

In Stefan Lopicki’s analysis, “There is nothing simple about the process of crosscutting when you have to get different sides on the same page in a contractual relationship. Braskem Idesa is the cli-ent, and Odebrecht Industrial Engineering is the leader of the EPC contract. The issue becomes even more complex when it also involves Odebrecht Infrastructure - Latin America and Odebrecht Environmental [which helped with the engineer-ing design].” Stefan goes further in describing the relationship interfaces that characterize the proj-ect: “Seventy percent of the venture is funded by international banks through project financing, which requires very strong and transparent corpo-rate governance. Over time, and as the participants matured, the alignment process has become more complete and the benefits of crosscutting have be-gun to emerge. The biggest lesson we’ve learned is the well-known saying ‘planning makes perfect.’ You have to set everything out very clearly from the outset of the project – the concepts, the basics, and the rules for measuring and sharing results. When that is done, communicated and agreed, it becomes the greatest advantage of crosscutting.” ]

π Eduardo Rozendo (left) and Stefan Lepecki:

crosscutting is a complex process

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LONE STAR NO LONGER

Written by Ricardo Sangiovanni | Photos by Almir Bindilatti

PRODUCING UTEC IN TEXAS BY TRANSFERRING BRAZILIAN TECHNOLOGY TO THE UNITED STATES

There is a type of plastic that is six times stronger than steel. One of the secret formu-las for producing it was invented in Brazil. Now, the only Brazilian company that makes it is exporting its industrial secrets to the United States. Braskem is building a produc-tion unit to make UTEC, the trademark for Ultra-High Molecular Weight Polyethylene, in La Porte, Texas. Created in the 1980s in the

company’s reactors in Camaçari, Bahia, to this day it is produced exclusively (mostly for ex-port) at that unit in northeastern Brazil.

Thanks to its molecular weight, which is up to 10 times higher than that of conventional plastics, UTEC has unique properties: extreme-ly high impact and abrasion resistance (that is, minimal wear when it comes into prolonged contact with other materials) and a very low


π Braskem’s UTEC plant in Brazil: expertise built up at the Camaçari unit will be replicated abroad

37Odebrecht informa

friction coefficient (which practically eliminates friction, making it “self-lubricating”).

The UTEC market is growing about 7% annually, according to Braskem’s estimates. Currently this type of plastic is mainly used to manufacture industrial parts (such as lin-ings for containers, tanks and railcars, molds for the manufacture of concrete products, supports for pipelines and bearings for con-veyor belts), safety equipment (such as bullet-proof vests and helmets), and even some un-expected applications, such as making winter sports goods (for example, coatings for skis and snowboards).

Strategic locationThe fact that the companies that buy UTEC to manufacture these products are mostly based in the North American and European markets led Braskem to take the strategic decision to build the new facility in La Porte. “Over 90% of the Camaçari plant’s UTEC production is export-ed outside Brazil. Seventy percent goes to the United States, and the rest to Europe. This new factory will bring us closer to our clients. That makes them very happy,” explains Christopher Gee, the Global leader of the UTEC Business. Named UTEC 1, the plant is expected to go on-line in the first quarter of 2016.

Like many petrochemical companies, an-other factor that attracted Braskem to the US South was the low cost of producing eth-ylene from shale gas instead of more expen-sive naphtha, which is commonly used in Brazilian industry. Ethylene is a basic com-ponent for the entire plastics manufacturing supply chain.

A four-year member of Braskem America, Gee is more familiar than most with the site for the new plant. Originally a team mem-ber of Sunoco Chemicals, whose polyethylene production units Braskem acquired in 2010, Gee explains that the new UTEC 1 unit will reuse 50% of an old plant that narrowly es-caped being demolished by Sunoco. “When Braskem closed the deal, we said ‘No, we won’t demolish it yet.’ We studied the best thing we could do with the plant and saw an opportunity to produce UTEC there. Now, in-stead of spending USD 150 million to build a brand-new unit, we will invest USD 34 mil-lion to adapt the existing one. That’s a huge savings,” says Gee.

However, the challenge of transferring a Brazilian technology out of the country goes far beyond simply building a factory and the mere replication of known procedures. The process is complex because it involves groom-ing a new team and requires making key adap-tations to specific characteristics of the new setting - for example, the packaging and distri-bution logistics for the product in the United States are done by train instead of truck (the method traditionally used in Brazil).

Gee’s right-hand man in this endeav-or is engineer Alessandro Bernardi, who has

π Alessandro Bernardi: responsible for liaison

between the US and Brazilian teams

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worked at Braskem for 21 years, including a period when he worked at the UTEC unit in the Camaçari complex. He was called in to lead the liaison between the US and Brazilian teams, in addition to taking charge of risk management for the venture. “Usually, when we tackle the challenge of licensing a foreign technology, we can ask the original develop-er to help us out. This time around, we are the only developers, so there’s no one else we can turn to for help. Owning the intellectual property rights [for UTEC] has its benefits, but it also creates more work,” says Bernardi, who moved to La Porte specifically to work on construction of UTEC 1.

Bernardi has accompanied technical visits to Brazil by engineers from Braskem America. A few times a year, the Brazilian teams visit the research units in the USA and the American teams go to Brazil. Bernardi is primarily responsible for trans-lating information for the American engineers.

Unlike the Brazilian unit, which alternately produces different types of polyethylene, one of the main features that set the La Porte plant apart is offering the alternative of producing UTEC ex-clusively all year round. According to Bernardi,

this will increase the quantity and improve the quality of Braskem’s UTEC production, making it attractive for specific clients – such as manufac-turers of bone prostheses for implants.

ShowcaseThe Camaçari plant will continue producing UTEC, even after the La Porte unit begins oper-ations. Engineer Fernando Fontainha guarantees it. He has been closely involved in the production of UTEC since initial tests were conducted at the pilot plant in the 1980s at the former Polialden - one of the companies consolidated under Braskem in 2002. He explains that nowadays, some of Braskem’s industrial units in Camaçari are replac-ing metal components, such as supports for pipe-lines, with new parts made from UTEC.

“We have to make Braskem itself a show-case,” argues Bernardi. The company expects that by gaining ground in the international mar-ket, UTEC will also increasingly win the trust of Brazilian businesses, which are sometimes tough to convince that any kind of plastic could replace metal in manufacturing. Hard facts are already proving that it is not only possible, it is an irre-versible trend. ]

π Christopher Gee: the leader of Braskem’s new UTEC plant, under construction in La Porte, Texas


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39Odebrecht informa

S E R V I C E

Every day, Régis Ribeiro takes a bus to Mirante do Paranapanema, São Paulo, and heads for Agricultural Front No. 6, at Odebrecht Agroindustrial’s Conquista do Pontal Unit. His profession: Front Leader. Wearing a re-flective vest, a sun cap, leggings and sunglasses, he sets out for the cane fields.

After an exercise session and Daily Security Dialogue (DDS), Régis leads his team of 30 people and guides them to ensure that the Cutting, Harvesting and Transporting (CHT) operation is done as productively and safely as possible.

Régis has tremendous responsibilities. Each Odebrecht Agroindustrial front works with, on average, five harvest-ers, five tractors with loaders, one water truck, a mobile repair shop and a lubrication and supply convoy-truck.

It is the Front Leader’s job to make sure that all the work is coordinated so the factory gets a steady supply of raw materials and the agreed targets are met.

Besides distributing tasks to team members and fol-lowing up on their execution, Régis has several other re-sponsibilities, such as ensuring that equipment maneu-vers are done correctly, with optimum fuel consumption and zero waste.

Each of the Odebrecht Group’s specialized profession-als plays a key role in the company to which they belong. Understanding their work is to understand an organiza-tion whose greatest asset is people. Visit the “Profession: Service” series to find out more about the work of Régis and other Odebrecht members:www.odebrechtonline.com.br/videos/category/profissao_servir/ ]

RÉGIS RIBEIRO DA SILVA, FROM ODEBRECHT AGROINDUSTRIAL, SHOWS WHAT HIS JOB IS LIKE IN THE PROFESSION: SERVICE SERIES

DOING IT RIGHT

R É G I S R I B E I R O D A S I L V A

Written by Alice Galeffi | Photo by Ricardo Artner

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A R G U M E N T

Looking outward and towards the future is a way for com-panies continuously to innovate their businesses and an-ticipate changes in markets, technology, competition and products. By doing so, change becomes a daily occurrence and a positive force, which generates constant innova-tion through the link between the internal and external knowledge. This means that knowledge that is built up externally must be shared extensively within the com-pany, stored as part of its knowledge data base and used to develop new technologies, products and services. This allows companies to innovate all the time and ensure more productivity and advantages for their businesses.

We are part of a “knowledge society” in which the basic economic resource is no longer capital or natural resources, but knowledge. We live in a society in which Knowledgeable People play a central role. Keenly aware of this, since 2013 Odebrecht Oil & Gas has developed its own Knowledge Management system, whose goal is to gather and share knowledge acquired and developed by its members to internally promote innovation, improve

processes, optimize results, and offer the best products and solutions to its clients.

The secret to successful knowledge management is the conversion of tacit knowledge (acquired during people’s lifetimes through experience) and explicit knowledge (expressed as numbers and words) and, crucially, sharing them among people. Therefore, the company’s members have a Knowledge Management Portal at their disposal - an online collaboration environment developed so that everyone can share both tacit and explicit knowledge. Furthermore, Knowledge Communities bring people to-gether to discuss and analyze processes and products with the goal of seeking continuous improvement and innovation opportunities and applying them to create more productive solutions.

The future belongs to people who possess knowledge. Our biggest asset is the “knowledge worker” because they know how to allocate it for productive use, just as, in the past, capitalists allocated capital for productive use. The only real competitive advantage belongs to people who are equipped with the knowledge that enables them to identify, evaluate and overcome new challenges. That is the main mission of the Leader of the 21st Century, and Odebrecht Oil & Gas is prepared. ]

THE KNOWLEDGE FACTORH E R C U L A N O B A R B O S A

Herculano Barbosa is Managing Director of the Engineering and Technology Business Unit (BU) and Responsible for the Knowledge Management Program at Odebrecht Oil & Gas.

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“THE ONLY REAL COMPETITIVE ADVANTAGE BELONGS TO PEOPLE

WHO ARE EQUIPPED WITH KNOWLEDGE”

41Odebrecht informa

The weather is hot in the city of Cacuso, in Angola’s Malanje Province. It is early morning, but the temperature is already over 30ºC. Still in bed, Fernando Figueira Simão, 30, feels beads of sweat running down his forehead. It is not just because of the heat. Anxiety is also a factor. Soon, he will travel the most important 5 kilometers of his life. He grabs his impeccably clean clothing and sets off.

Fernando drives heavy trucks. That is his mission. Today, he will carry the first 20

metric tons of sugarcane destined for Biocom’s Agroindustrial Unit. His route starts in the cane fields near the footprints of the ancestral African Queen NGinga (the site of the legendary black rocks of Pungo Andongo) and ends at the facto-ry. Halfway there, he is in for a pleasant surprise. The Governor of Malanje, Norberto dos Santos, climbs into his vehicle, congratulates Fernando, and says a few words, but the driver is too ner-vous to absorb them.

π Biocom’s Agroindustrial Unit in Malanje: a decisive step towards balancing Angola’s energy mix

MADE (100%) IN ANGOLA

Written by João Marcondes | Photos by Holanda Cavalcanti

BIOCOM, ODEBRECHT’S PARTNERSHIP WITH COCHAN AND SONANGOL, IS PRODUCING SUGAR – FOR THE FIRST TIME TOTALLY ORIGINATING FROM THAT COUNTRY – ETHANOL AND ELECTRICITY

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Fernando keeps calm and gets the job done. It is like a ritual. The sugarcane falls slowly. Sweet smells, buzzing bees. It is processed and, right there down the road, transformed into white crys-tal sugar. “This is a tremendous source of pride for me and for the country. Now we are producing food in Angola,” says Fernando, who used to be unem-ployed and only managed to get odd jobs hundreds of miles from his home, where he lives with his wife and three children.

“The moment the sugarcane fell, everyone here was moved to tears. We have overcome a challenge,” adds Alécio Cantagalo, the officer Responsible for Agriculture at Biocom. The date was August 20.

First sugarIt is the first 100% Angolan sugar. The country had produced sugar before declaring indepen-dence in 1975, but it was Portuguese. Biocom is formed by three companies, Cochan (40%), Sonangol (20%), and Odebrecht (40%). The chal-lenge is just beginning.

Production capacity for the first phase of the project is 2.2 metric tons per year of sugarcane, which will yield 256,000 metric tons of sugar and 23 million liters of ethanol, besides generating 235 GWh of electricity per year from biomass (enough to power about 80 million homes). Biocom expects to reach production maturity during the 2019-2020 harvest. Its brand of sugar – Kapanda – will meet 70% of the country’s demand.

“Africa is the great frontier for world food pro-duction,” says Carlos Henrique Mathias, Managing Director of the project. “And Angola will be among the first.” Biocom’s farmland (during the first phase, up until 2020) covers 37,000 hectares. A re-port published on the Bloomberg website pointed out that that area is equivalent to the New York districts of Manhattan, Brooklyn and the Bronx combined. During the second phase, the planted area will reach over 70,000 hectares, doubling the production of sugarcane.

The second phase of the project is still un-der study. When it begins, Angola will be the third-largest sugar producer in sub-Saharan Africa, behind South Africa and Swaziland, with enough surplus production for export. Biocom, in turn, will become the region’s largest sugar manufacturer.

The company’s other products also have great strategic importance. The Angolan economy is based on oil, but ethanol is part of the govern-ment’s plans. Clean energy from biomass, for ex-ample, is an important step towards balancing

π Heavy truck driver Fernando Figueira Simão: pride


43Odebrecht informa

Angola’s energy mix. Initially based on thermal power (family-sized generators are still essen-tial), it is now experiencing the rise of hydroelec-tric dams, especially power plants built (Capanda and Laúca) or retrofitted (Gove and Cambambe) by Odebrecht.

“Biocom is the largest private investment in Angola, outside the oil industry - about USD 750 million in its first phase alone. It is a major indus-try and an incentive for further investment,” says Carlos Mathias.

Work and educationThe 2014-2015 harvest is expected to create 2,287 jobs for Angolans and 191 for expats. When it reaches its fifth year of activity, Biocom’s team will be 98% Angolan. Their work is allied to education. Brazil’s National Industrial Apprenticeship Service (SENAI) and farm equipment manufacturers are

sending their top experts to teach professional ed-ucation courses in Malanje.

The company is also at the cutting edge of technology, researching over 25 varieties of sug-arcane to find the types that are best suited to the local climate and soil conditions. They come from several countries, such as South Africa, India and Brazil, as well as Angola.

The person responsible for the sugarcane nurs-ery is João José Gomes, 38, an Angolan national who leads a team of 16 people. He started out as a maize farmer and now has a technical certifi-cate in Physical and Biological Science. He joined Biocom during its first year of operations. “We are producing something of great quality here, some-thing that is a source of pride. Many people did not believe it was possible, but now I can spell it out clearly: what was once a dream has become a reality.” ]

π João José Gomes: a former maize farmer, now he has a technical certificate in Physical and Biological Science

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IN BENGUELA, FOR THE NATION

Written by João Marcondes | Photos by Holanda Cavalcanti

THE SONAREF REFINERY WILL BE KEY TO IMPROVING ANGOLA’S BALANCE OF TRADE

π Dock under construction in the Port of Lobito: unloading parts and equipment to build the refinery


45Odebrecht informa

Benguela is one of the most beautiful and culturally rich provinces in Angola. It has always been stra-tegic: during the period of the great voyages of ex-ploration, Portuguese ships regularly stopped there on their way to India to rest and replenish their supplies. Now, Lobito, one of the province’s main cities, is buzzing thanks to a project the public has long awaited: the country’s most advanced oil re-finery, which is bringing hope for social transfor-mation in the region.

Odebrecht is also experiencing a major chal-lenge while working with a new client, Sonangol (Angola’s state-owned oil company) and its subsid-iary Sonaref, which is responsible for the refining industry. The country currently has one refinery in operation, producing 35,000 barrels of oil per day. The relationship between client and contractor is mediated by the renowned American company Kellogg Brown & Root (KBR), which is responsible for the design and for supervising the project.

Odebrecht is currently working on three projects that make up the entire infrastructure for building the refinery itself, which will have capacity to pro-cess up to 200,000 barrels per day.

The first of these projects includes two roads. One of them links the future seaport and the main plateau where the refinery will be built. Twenty-five meters wide and designed for 20-axle trucks, it will be used for heavy cargo. The other one is currently a service road, but it will also be the route for the pipeline connecting the marine terminal and the refinery.

The second project focuses on the performance of the marine terminal on Lobito Bay. It will in-clude a dock for loading and unloading materials and equipment, although its initial purpose will be to support construction of the refinery. The ter-minal - which will handle big rigs that can weigh up to 1,500 metric tons - will gain two more piers that will come into use when the refinery is op-erational. The second pier will dispose of solid waste from the refinery, and the third will be used to ship production and occasionally receive tank-ers carrying crude oil. Another important area will be the dock for the mono-buoy, which will unload crude oil from supertankers. It will also connect the pipelines that run between the refinery and the marine terminal. The mono-buoy will be 10 km long, and could be an opportunity for synergy with Odebrecht Oil & Gas, which is already present in the country.

The third project involves preparing the pla-teau for construction of the refinery, including

earthmoving services covering over 450 hectares, removing over 10 million cubic meters of earth and rock, cutting and filling, and processing over 4.5 million cubic meters of rock. The plateau will be divided into the processing, tankage and utilities areas, warehouses, offices and other facilities.

Economic boostAngola is currently the second-largest oil produc-er in sub-Saharan Africa. It produces roughly 1.7 million barrels of oil per day. A country with about eight times Angola’s population, Brazil’s output is slightly larger: 2 million barrels per day.

Despite its vast production, Angola imports about USD 5.5 billion per year in fuel. When the refinery is up and running, the country will not only stop importing refined products but will be-gin exporting them as well. The resources this will generate will bring tremendous benefits for Angola’s balance of trade and, consequently, its economic development.

“The fact that Odebrecht has been in Angola for 30 years gives us confidence,” said Cesar Lopes da Cruz, an electro-technical engineer from Sonaref’s Department of Engineering, Construction and Installation. “This project will give a huge econom-ic boost to the Benguela region. Odebrecht stands apart because of its performance, as well as offer-ing and job and professional education opportu-nities for residents of nearby communities. It also offers major social and environmental programs. This project will be no exception. It is doing fan-tastic work in the Hanha community. This certainly makes the relationship with our community more harmonious, synergistic and productive,” he adds.

The region is already feeling the impact of so-cioeconomic development. The project has changed the life of Henrique Joaquim Pequenino, 26. Before Odebrecht arrived, he frequently traveled to Luanda, over 500 km away, to sell drinks to motor-ists stuck in traffic jams in the capital city. “It was hellish,” he says. Then he signed up for a profes-sional education program that the company offered in his community of 4,000 inhabitants, Hanha do Norte. Focused on creating jobs and income, that initiative is called Tuyula Lomunga (“Together We Shall Overcome”).

Pequenino has become a local leader and is participating in several programs - literacy, fam-ily farming, processing corn meal, cleaning irriga-tion channels, a soap factory and polio vaccina-tion campaigns, among others. “I used to be shy, but now I know how to take a stand with the local

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π Henrique Joaquim Pequenino: “Today I get out of bed knowing that I have a job, a future”

authorities. I play an active role. Today, I get out of bed knowing that I have a job, a future,” says Pequenino, who lives with his mother, his wife and two daughters.

Project Director Pablo Mattos gives an idea of the new wave of development that will flood Benguela. “When the construction of the refinery is underway, we will have virtually a new city here thanks to the creation of 20,000 job opportunities,” he explains. “This will bring additional works such as water collection projects and construction of housing, hotels and restaurants. The Port of Lobito will receive more ships, and Catumbela Airport will receive more international flights," he adds. Today, the project is generating more than 1,800 direct job opportunities.

Learning and teachingAccording to Marcelo Hofke, the Odebrecht Project Director for Sonangol and the infrastructure works in Benguela and Kwanza Sul, this experience is a two-way street for Odebrecht: learning and teach-ing. “We have a very demanding client, Sonangol, and one of the most highly qualified partners in the world in this sector, KBR,” he says. “That means that we are demanding even more from ourselves. We are surpassing our personal best.”

“We have no doubts about Odebrecht’s technical ca-pability with regard to the execution of the project and meeting deadlines,” says Texan Bill Whitt, KBR’s General Manager for the project. “And most of all what we take into account here is safety. Our goal is zero accidents, ze-ro injuries. What we are looking for here is excellence.”

Marcelo Hofke observes, “Our team and KBR’s people have been working very synergistically, based on the ethos of service. We are exerting a great deal of discipline to fulfill everything that was agreed in the contract, and that, of course, generates respect and strengthens trust. The greatest beneficiary is the client, Sonangol, which now has a project that is on time and within budget, giving job opportu-nities to 1,400 Angolans and developing more than 45 local businesses that are directly and indirectly supporting the execution of the project.”

The future is within sight. Odebrecht, KBR and Sonangol could join forces once again to build the main works for the refinery. “We are working syn-ergistically with Odebrecht Industrial Engineering, Sonangol and KBR, seeking solutions to reduce costs for the main works. It will be a major project that will benefit future generations in Angola. It is a huge responsibility, and we believe that we can do a great deal to help Sonangol during the development phase,” says Hofke. ]


47Odebrecht informa

HARVESTING IDEAS

Written by Emanuella Sombra

I D E A S

Braskem has introduced an innovative device that har-vests water from the atmosphere and makes it available for con-sumption during Sustainable Turnaround 2014 – an event held in August in São Paulo. The company is an official spon-sor. Designed by Italian architect Arturo Vittori to help communi-ties in Ethiopia, WarkaWater is shaped like a tower with a modular base. Made of bamboo with plastic mesh hanging inside, it collects moisture from the atmosphere during the day and condenses it in the high-density polyethylene fabric overnight, “converting it” into potable water. In humid cli-mates like that African country’s, the bamboo structure can harvest up to 100 liters per day.

Tracking chartered ships and containers in real time gives Odebrecht Export Services more control over the logistics of receiving and delivering orders. Since 2011, a satellite tracking system has enabled the company to monitor the vessels and containers, keeping track of the routes of the car-goes and the minute they arrive in port.

“Users of our services receive daily reports on the vessels’ positions and their expected date of arrival in every port,” explains Wilmon Torres, the officer Responsible for the Procurement and Logistics Program. Using the Thetradenet computer program, the company can predict delays and know when a ship has deviated from its planned route. Little used by oth-er export companies, this system also makes it possible to study the track records and reliability of different shipping companies.

π WarkaWater: harvesting potable water from the atmosphere during the day

SEA BATTLE

Based on its carbon emissions inven-tory, Odebrecht Oil & Gas is offsetting 639 metric tons of carbon dioxide emit-ted in 2013. The company will restore three springs in the Pratigi Environmental Protection Area (APA) in the Southern Bahia Lowlands of northeastern Brazil and plant over 3,000 tree seedlings. This drive to offset greenhouse gas (GHG) emissions is the result of a partnership with the Land Conservation Organization (OCT) through the Pratigi Carbon Neutral Program.

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π Cuenca: Ecuador’s third largest city, a World Heritage Site, and the final destination of the Pascuales-Cuenca pipeline

MOBILIZING NATIONWIDE

Written by Luiz Carlos Ramos | Photos by Rodrigo Buendia

ECUADOR IS EXPERIENCING A DEVELOPMENT BOOM AND ODEBRECHT IS HELPING BY BUILDING SIX PROJECTS IN SEVERAL PARTS OF THE COUNTRY

49Odebrecht informa

While preserving the treasures bestowed by nature, history and its ancient culture, modern Ecuador is improving its citizens’ quality of life and opening its doors to international tourism. Currently experienc-ing a major development boom, the country’s politi-cal and economic stability in providing a solid basis for a drive that is ensuring that vital projects for the future come off the drawing board.

Odebrecht has been present in Ecuador and con-tributing to its growth for 27 years. Today, it is carrying out six projects involving a workforce of about 10,000 people, including sub-contractors and 6,600 company members. The Ecuadorians on its teams already num-ber over 9,000. A 39-year Odebrecht member who worked in Ecuador from 1990 to 2008 and returned to the country in 2013 as Project Director, engineer Sadinoel de Freitas Júnior explains, “The situation has changed in Ecuador in many ways. After a turbulent period between 1997 and 2005, the country has expe-rienced a period of political stability in the last seven years. The continuity of the current administration has led to an updated constitution and legislation, which guarantees the rule of law.”

Santa Elena, the debut projectThe company’s first project in that country, begun in 1987, was the Santa Elena irrigation project in the province of the same name on the south coast of

π Earthmoving on the Ruta Viva project: the highway will link Mariscal Sucre International Airport to Quito

Ecuador. Initially comprising a dam and a network of channels, the project was expanded to include wa-ter and sewage treatment plants and sewer systems. It was followed by more key projects for the nation’s development, including the Trasvase La Esperanza water supply project in Manabí province, the Interoceanic Route (a 154-km stretch of the intercon-tinental highway in the north) and the San Francisco hydroelectric dam, with a generating capacity of 230 MW in the province of Tungurahua.

One of the projects Odebrecht is currently build-ing is located in Quito, the nation’s capital. The city center is 37 km from Quito’s modern Mariscal Sucre International Airport, which opened two years ago. Odebrecht is responsible for the Ruta Viva express-way, which is part of that access route. It will in-clude two sections of the divided highway, with three lanes in each direction, covering a total of over 11 km. According to the project’s Production Manager, Danúbio Azevedo, who has been with Odebrecht for 37 years and spent 12 years in Ecuador, “The first section has already been completed and is open to traffic. Work on the other section is moving fast and will be finished in December. It involves nearly 1,500 members working with state-of-the-art machinery.”

Manta, a city of 220,000 on the Pacific coast, lies 362 km from Quito. Through a contract that will be tendered in the future, it will become the site of one

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of Latin America’s largest oil refineries, the Refinaría del Pacifíco, a mixed-ownership company (with state and private investors). By December, Odebrecht will be responsible for preparing a massive area for the construction of the refining facilities. The services provided will include moving 23 million cubic meters of earth, cutting, compacting, building internal roads, and installing drainage systems.

Alfonso Castro Vera, a 25-year Odebrecht mem-ber, is on the People team. He observes, “The intro-duction of the Creer [Believe] Program [an adapta-tion of the Acreditar Ongoing Professional Education Program] has been key to ensuring that we have skilled workers at the construction site, and are get-ting the number we need.” Ecuador has two refineries that were built many years ago. The new Pacífico fa-cility will boost fuel production.

The jobsite for the earthmoving project is also the base for another Odebrecht contract: the installation of a 93-km pipeline that will carry water from the La Esperanza dam to the Manta area. It will have a ca-pacity of 5,500 cubic meters per hour of water, in-cluding 3,500 cu.m/hour for the industrial system of the refinery itself and 2,000 cu.m/hour to help sup-ply homes and industries in Manta and the towns that produce the famous Panama hats.

Anita Cabeza Triviño, the officer Responsible for Estimates and Budgets, and architect Miriam Caicedo,

from the Planning team, are both 25-year Odebrecht members. They compare the “before” and “after” pho-tos on the walls of the camp. “The installation of the pipelines is almost ready. Without water, it would not be possible to produce fuel at the refinery.” Anita ex-plains that this is a special time at the port through which the project is importing steel pipes from China: “When Odebrecht arrived in Ecuador, there were great expectations. Today, it is a beautiful reality.”

Roberto Peres, the officer Responsible for Production, follows up on pipe welding. “We use an innovative sys-tem of electronic welding brought in from the United States. It is much more efficient,” he explains.

Production and transportationJust producing oil and fuel is not enough: the prod-ucts have to reach the cities. Pascuales, in the metro-politan region of Guayaquil, is the national oil company Petroecuador’s starting point for transporting fuel to Cuenca, in the Andes mountains. As of the end of 2015, the conclusion of the Pascuales-Cuenca multipurpose pipeline will reduce the flow of trucks on that route. Built by Odebrecht, it consists of 210 km of steel pipe.

The officer Responsible for Administration on this project is engineer Paulo Lawaniere. An eight-year Odebrecht member, he follows up on the in-stallation of pipes and regularly visits La Truncal, where the company’s teams are building a storage

π A welder at work on the Pascuales-Cuenca multipurpose pipeline: ongoing education of its teams is a

highlight of Odebrecht’s work in Ecuador

51Odebrecht informa

and distribution terminal for diesel oil and gasoline. Along the way, there will be three pumping stations, as well as a terminal in Cuenca. “This is a complex project because the pipeline is being installed in very mountainous areas - a challenge being met by a mul-tinational team,” he says.

The Ecuadorians on the team of 1,700 profession-als include the Production Manager for La Troncal, Omar Lopez, a 22-year Odebrecht member, and Marlene Morocho, who joined the company 25 years ago and is now Responsible for Procurement. Both are from Guayaquil, and they only disagree about one thing – soccer. Marlene roots for Emelec and Omar supports another local club, Barcelona. On a daily ba-sis, Paulo Lawaniere, Marlene and Omar discuss de-tails of the project with other executives: Argentines Diego Casarin and Hector Garcia, Chilean Andrés Hasse, Venezuelan Luimen Marin, Colombian Jhon Guerrero and Dominican Moisés David Torres, as well as Brazilians Fernando Carneiro, the Administrative and Financial Manager for the project, and Hélcio Veloso, Responsible for the Cuenca Terminal.

Eighty-seven kilometers from Guayaquil, Ecuador’s largest city, we find the construction

site for the Trasvase Daule-Vinces, a project that will be delivered in December 2015 and will bene-fit a vast region in the provinces of Guayas and Los Rios. Systems engineer Hugo Gaibor, the officer Responsible for Administration, inspects the chan-nel’s huge locks. One of Odebrecht Ecuador’s first members, he joined the company 27 years ago. The Daule River will be partly diverted to a 71-km lined channel and 112 km of secondary canals to carry wa-ter to the Vinces River. “This will provide water se-curity to more than 130,000 people who make their living from farming,” says Hugo. The region produc-es 80% of the rice consumed in Ecuador. The proj-ect will regulate the water supply during the dry season and droughts.

In Quito, director Sadinoel de Freitas Junior ob-serves, “The era of blackouts is a thing of the past. Ecuador is expanding its capacity for generating elec-tricity.” One example is the Manduriacu Dam, north of Quito, with installed capacity of 60 MW, which Odebrecht began building in 2012. It will be ready by 2015, when the power plant will be integrated into the National Interconnected System. “That energy will boost Ecuador’s growth even more,” says Sadinoel. ]

π Daule-Vinces: ensuring a steady supply of water in a region where over 130,000 people make their living by farming

52


ALL FOR ONE AND ONE FOR ALL

Written by Luiz Carlos Ramos | Photos by Rodrigo Buendia

UNDERSTANDING THAT EVERYONE IS RESPONSIBLE FOR SAFETY ENABLES ODEBRECHT TO REACH 34 MILLION PERSON-HOURS WORKED WITH ZERO SERIOUS ACCIDENTS IN ECUADOR

π An Ecuadorian Odebrecht member wearing all the safety equipment required for their task: strict discipline

53Odebrecht informa

Zero serious accidents in 34 million person-hours. Marked on August 31, Odebrecht achieved this ma-jor milestone in Ecuador after three and a half years of operations. It merits an analysis of the team tasked with disseminating the culture of preven-tion throughout the company.

The adoption of procedures with the high-est safety standards is a characteristic feature of Odebrecht’s operations in Brazil and all the coun-tries where it is present. In Ecuador, the company formed a committee two years ago to keep track of the results of these initiatives in the compa-ny’s projects. The committee chair is Honório Brito, the Odebrecht officer Responsible for the Sustainability and Quality Program in Ecuador, who emphasizes, “In fact, we have achieved a sig-nificant period of time with zero serious accidents, but our goal is to maintain strict safeguards all the time. When it comes to Workplace Safety, we can never say our job is done.”

Honório comes from the Brazilian city of Natal, Rio Grande do Norte, and has a degree in Civil Engineering, a graduate degree in Project Management, and an MBA in People Management. A 22-year Odebrecht member, Honório is two years into his third experience of working in Ecuador - the others were from 2000 to 2001 and 2004 to

2007. “When I returned here in 2012, the Managing Director [DS], José Conceição Santos, gave me his full support for creating this safety committee. We are a decentralized organization. Each project is a true company,” says Honório. “Forming the com-mittee was the starting point for us to hold month-ly meetings with the sustainability managers for all our projects to consolidate criteria and stan-dardize their knowledge and practices in the field of workplace safety in every part of the country where we are active. The committee meets at each of our projects’ jobsites and, in addition to organiz-ing team unity activities, it conducts safety inspec-tions in the presence of the Project Director.”

Motivation and disciplineOdebrecht is currently responsible for six proj-ects in Ecuador that involve a total of 10,365 pro-fessionals - 6,819 company members and 3,546 sub-contractors. “The sub-contractors have the same responsibilities when it comes to carrying out the Integrated Sustainability Program with an emphasis on safety, and that is going very well. The Ecuadorians, who make up the vast majority of our workforce, are showing incredible discipline and motivation to help prevent accidents,” says Honório.

ALL FOR ONE AND ONE FOR ALL

π Management: organizing vehicle traffic at the jobsite is a priority for the people Responsible for Workplace Safety

54


Personal Protection Equipment (PPE) complies with basic safety standards on projects around the world. The list of PPE is long, so it meets all of a construction project’s needs when it comes to ad-dressing the inherent risks, and can be expanded ac-cording to the type of work being done. Working on elevated structures, for example, requires special pre-cautions. In Ecuador, according to Honório Brito, the safety committee has bolstered team unity. “We’ve improved communication and optimized costs.”

Honório holds twice-monthly meetings with all the Project Directors for Odebrecht’s contracts in Ecuador. Each meeting’s agenda includes their reports on the challenges they are facing. “Safety is something that should be part of daily life for a Project Director and all members of the project,” he argues.

Commercial engineer Blanca Gallegos, an Ecuadorian from Guayaquil, holds a graduate de-gree in Environmental Management and Safety, Quality and Prevention Systems. She is Odebrecht Ecuador’s Sustainability Manager and works with Honório. She says that, when dealing with people, a company should take into account that human be-ings are subject to problems that are beyond their control. “One of the things we do on the committee

is study psychosocial risks. Excessive overtime is not allowed because it causes fatigue and even problems at home, due to lack of attention to their families. That kind of situation increases the risk of accidents. Our work has to be done jointly in pur-suit of goals.”

Honório Brito observes, “As leaders, we have an obligation to learn to say ‘no.’ We are creating the necessary conditions and seeking alignment so ev-eryone, including sub-contractors, complies with company policy. All managers have a duty to be ed-ucational leaders.”

On the Trasvase Daule-Vinces water supply proj-ect, Odebrecht safety technician David Pizarro, 27, from Guayaquil, emphasizes, “I work at a company that is not just interested in production. Its main concern is the safety and wellbeing of its members. I learned that early on from my father, Modesto, who worked for Odebrecht on the Trasvase Santa Elena project when I was a boy.” Electromechanical technician Maximiliano Cortez Tarira, 57, from the city of Esmeraldas, chairs the project’s Health and Safety Committee. He observes, “All members un-dergo training in the use of PPE. Not just how to use it properly but mainly to understand why we use it.” ]

π Honório Brito: “When it comes to Workplace Safety, we can never say our job is done”

55Odebrecht informa

GOOD NIGHT, GOOD MORNING

Written by Mateus Codes | Photos by Kiyoshi Ota - AFP

BUILDING DRILLSHIPS MOBILIZES ENSEADA SHIPBUILDING MEMBERS IN BRAZIL, JAPAN, ROMANIA AND THE USA

π From left, Bruno Hahmann, Planning Specialist Takeo Meneses Chikushi, and Luis Pithon, Enseada members

in Sakaide: assimilating knowledge through contact with the Japanese style of working

56


Paying attention to different time zones. That is the main secret of smooth teamwork for the Enseada Shipbuilding members currently work-ing on one of the Odebrecht Group’s most chal-lenging projects: building six vessels commis-sioned by Sete Brasil to drill oil wells in Brazil’s offshore “pre-salt” fields. The project is mobiliz-ing members in four different countries – Brazil, Japan, Romania and the USA – and they all need to be on the same page.

Formed by Odebrecht, OAS, UTC and Kawasaki, the company has its headquarters in Brazil. That is also the country where the first drillship, the Ondina, is under construction, and the company’s Paraguaçu Unit is being built. Construction of the vessel is divided into sectors

(such as drilling, cooling and electricity). Partner companies have been sub-contracted to deliver the designs separately, and a specialized ship-building firm is responsible for the consolidation and detailed design of the entire drillship.

This part of the work is being done in the Romanian city of Galati. Marcos Parahyba, a marine engineer with 20 years’ experience, is Enseada’s Project Manager and responsible for coordinating these activities. “The fact that we are in Romania has been beneficial. Here, thanks to the time zone we’re in, I can talk to Japan in the morning. In the afternoon, I can talk to Brazil and, at night, I talk to the designers of the drilling section, who are in Houston, in the USA,” he says.

π Building the hull of the first of the six drillships at Kawasaki’s facility in Sakaide: cultural integration is one of the project’s hallmarks

57Odebrecht informa

Leandro Orrico, 32, an electrical engineer from Bahia, Brazil, is also on the team. Under Marcos Parahyba’s leadership, Orrico is responsible for instrumentation and automation for the drill-ship. He is new to this specialty, and committed to deepening his knowledge of naval engineering. Orrico embraces the challenge of taking all the knowledge acquired in Romania to Brazil. “We are working with people from different cultures and work styles, but we are all focused on a common goal: quality. It is important to be here and to be able to groom workers in our country later on.”

From Sakaide to MaragojipeIn addition to consolidating the designs in Romania, Enseada has members working at the

facilities of its Japanese partner Kawasaki in the city of Sakaide. That is where the hull of the first drillship is being built. Once complete, the structure will be shipped from Japan to Brazil, more specifically to Maragojipe, Bahia, where the entire above-deck structure of the ship will be built.

Paulo Baroni is responsible for the field engi-neering team in Sakaide. It is made up of 12 peo-ple, including Brazilians, Spaniards, Romanians and Japanese nationals, who are responsible for interfacing between the designers and builders of the hull. “Our job is to bring design and con-struction together and consolidate them. When someone does one part of the job and anoth-er person does another, each focuses on a given task, but there could be an overlap between them that no one is working on. It is our responsibility to be aware of that,” he explains.

Baroni wants to bring to Brazil the same pro-ductivity and efficiency being applied in Japan. He believes the USD 85-million technology transfer agreement with Kawasaki, which pro-vides for the exchange of about 150 Japanese and Brazilian workers to complete the training of the entire team, will be an effective way of achiev-ing that. “The idea is to transfer the construction technology of a Japanese shipyard to Brazil.”

Another group that is currently active in Japan but will be based in Brazil in the future is the procurement team, which is responsible for monitoring applications, deadlines and quality control of materials and equipment supplied by Kawasaki. The leader is Bruno Hahmann, a ma-rine engineer with 35 years’ experience. His ex-pectation is that the knowledge being acquired will be deployed in Brazil. “Part of what we do fits in with our working conditions here in Japan, but we will bring back an excellent dividend – the focus on planning. That is what generates savings. The idea is to adapt so we can carry out this task in Brazil, which has its own characteris-tics and regulations.”

The international challenge Enseada is tack-ling is also rewarding for the people who have re-cently joined the Odebrecht Group. Luis Pithon, 25, graduated in Electrical Engineering eighteen months ago. Now a Young Partner (Intern) on the Procurement team, he is already working on his first international action program. “I’m learning the Japanese style of working, which is based on organization and discipline. I want to make the most of this experience.” ]

π Building the hull of the first of the six drillships at Kawasaki’s facility in Sakaide: cultural integration is one of the project’s hallmarks

58

F O L K S

TRAVEL

FAMILY

Geologist Ricardo Mazzutti’s first professional experience outside Brazil was on the Capanda Project in Angola, where he lived from 1988 to 1992. Originally from Itaqui, Rio Grande do Sul, Mazzutti moved to Africa with his wife, Raquel, their baby daughter Tanara, then 10 months old, and their son Maximiliano, 5. “My wife and I saw that challenge as an excellent opportunity for growth and to get to know different cultures, and we have no regrets. We would do it all again,” he says. Other projects came along in other countries. At the moment he is the Construction Manager for the Trasvase Daule–Vinces waster supply project in Ecuador. His children have grown up. Maximiliano, 31, has a business degree and Tanara, 27, is a civil engineer. The two siblings are both working in real estate in Porto Alegre. Mazzutti and Raquel are eagerly awaiting the arrival of grandchildren.

Life-long ties

π Orlando and Márcia: enjoying the attractions of the Dominican Republic

π Mazzutti with his wife, Raquel: “We’d do it all again”

A country that inspires passion“The Dominican Republic has plenty of natural beauty and hospitable, cheerful and friendly people,” says Orlando Santini Filho, the Odebrecht officer Responsible for Workplace Safety and Sustainability in that country. He and his wife, Márcia, often travel around the DR, a country they have come to love. They recommend a few spots: the east coast, including the beaches of Bávaro and Punta Cana, which are easy to reach on the superhighway built by Odebrecht; Las Terrenas, Samaná Bay and Cayo Levantado Island, in a rural area that is a prime location for whale watching; and further south, the beaches of Las Águilas Bay, with its turquoise waters. The nation’s capital also offers the Old City, a jewel of colonial architecture and World Heritage Site where visitors can see the first cathedral built in the Americas, among other treasures.

Pers

onal

arc

hive

s

Ric

ardo

Cha

ves

Written by Eliana Simonetti

59Odebrecht informa

SPORTS ARTS & CULTURE

1001 pedal strokes

Good people

π Viviane: passionate about Baixada Fluminense

π Érico showing his skills on his fat bike: a lifestyle

Érico Dantas, the Engineering Director of the Northeast/Midwest Division of Odebrecht Infrastructure - Brazil, is 61 and has a love of cycling that goes back more than 30 years. It all started when he lived in Mariana, Minas Gerais, and felt challenged to ride up its steep hills. He organized the first mountain bike race in northeastern Brazil in the city of João Pessoa, Paraíba, in 1991, and the first Paraíba mountain bike championship the following year in the same city. He now owns 25 bicycles, including a fat bike. It was designed for snow, but Érico has discovered that it is also good for riding in soft sand. “For me, cycling is a lifestyle. When you ride a bike, you can feel the landscape around you.”

When she joined Itaguaí Shipbuilding (ICN), an affiliate of Odebrecht Defense and Technology (ODT), in 2012, Viviane Arantes was the only woman working there as a welder. To this day, she is the only woman qualified to do all the welding on a submarine. Born in Duque de Caxias, Rio de Janeiro, she now lives in Belford Roxo in the same state. A Pentecostal Christian, she says that every year Belford Roxo organizes a gospel concert in the center of town. “Together, we bless our city,” she says. And there’s more. “We also put on plays at our Cultural Center. Some are organized by local public school students, and others by members of local churches, which puts young people in contact with the arts.” Viviane has one wish. She would like there to be less prejudice towards her beloved Baixada Fluminense region. “It’s a very rich area. Lots of good folks come from here,” she observes.

Lia

Luba

mbo

Ger

aldo

Pes

talo

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60

YEA RS

Maracanã

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Itaipava Arena Fonte Nova or Itaipava Arena Pernambuco, you can gather your team

for training, shows and exhibits and any other sort of meeting. All prepared

so your team can remain at the top.

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Whoever wears our T-shirt gets special discounts

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61Odebrecht informa

YEA RS

Maracanã

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The rule is clear: you can put on your events in our arenas. Whether it is Maracanã,

Itaipava Arena Fonte Nova or Itaipava Arena Pernambuco, you can gather your team

for training, shows and exhibits and any other sort of meeting. All prepared

so your team can remain at the top.

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Whoever wears our T-shirt gets special discounts

discounts at spaces for events, visitation tours, seasons seats and shows at our arenas.

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62


Sildinei dos Santos, 18, dreamed of becoming a rural en-trepreneur. A farmer’s son, over the years he witnessed his father’s dedication to their farm and his hard strug-gle to support the family. “We sold our crops to mid-dlemen and didn’t see any profits. Everything we went through inspired me to seek better conditions in the countryside,” says the young resident of the Recôncavo community in the northeastern Brazilian municipality of Presidente Tancredo Neves, Bahia.

His vocation for farming and pursuit of knowledge motivated him to enroll at the Presidente Tancredo Neves Rural Family House (CFR-PTN) in 2012. There, he learns about farm management, cooperatives, soil management, irrigation, drainage and different types of crops. Sildinei says that he does more than just learn farming methods – he has experienced a personal transformation. “Here I’m recognized for my perfor-mance. I’ve learned to respect other people’s space and work with more discipline.”

All these changes have highlighted his spirit of service and the desire to make things happen. Sildinei is putting the knowledge he acquires at the CFR-PTN into practice and has managed to restore his father’s abandoned farm. On the same property, he is also carrying out his own educational and productive project on a hectare of land where he is growing plantains. The first harvest will be in December. That crop already has a route to market: it will be sold by the Presidente Tancredo Neves Farmers’ Cooperative (Coopatan), of which his father is a mem-ber. “Building up my life and career plan, I realized I could own my own business. Today, I believe that my dream is coming true and, in the future, I want to produce more and more, always striving for sustainability.”

Team developmentThe CFR-PTN and Coopatan are two of the institu-tions that form part of the Development and Integrated Growth Program with Sustainability for the Southern Bahia Lowlands Environmental Protection Areas Mosaic (PDCIS), developed by the Odebrecht Foundation with the support of public and private partners. The Rural

Family Houses use a unique teaching method known as Rotation Pedagogy, which combines theoretical knowledge with practical activities. This bolsters the concept of Education through Work, which is the ba-sis of the Odebrecht Entrepreneurial Technology (TEO). Transferring and adapting this technology to the social context is one of the Odebrecht Foundation’s greatest contributions to the PDCIS.

Inspired by the values of TEO, leaders of PDCIS co-operatives and civil associations seek to develop their teams. “Everyone here is very talented and teaches me a lot every day. Grooming people means valuing their dif-ferent characteristics and generating knowledge while fostering smart solutions,” says Liliana Leite, Executive Director of the Southern Bahia Lowlands Institute for Sustainable Development (IDES), one of the institutions that form part of the PDCIS.

“My business is waiting for me” The experience of José Marculino, 55, in the practice of TEO, has taught him a great deal. With the sup-port of the Southern Bahia Lowlands Hearts-of-Palm

π Sildinei dos Santos: “My dream is coming true”

Written by Livia Montenegro | Photos by Fernando Vivas

PEOPLE AND THEIR PHILOSOPHYTEO IS PART OF DAILY LIFE FOR PDICS BENEFICIARIES

63Odebrecht informa

Producers’ Cooperative (Coopalm), he has drafted and follows an Action Program (PA), with targets to be achieved during the year while cultivating peach palms. “Ten years ago, I thought that just having land was enough, and I went about my work the wrong way. Thanks to the help I get from Coopalm, I now know how many peach palms I should plant, how much it will cost, the role of each family member, and what the re-sults will be – and I always strive to surpass them.”

A resident of the Mata do Sossego settlement in the municipality of Igrapiúna, Bahia, José Marculino has a guaranteed buyer for his crop. Produced in quanti-ty, his high-quality peach-palm stems are processed at Ambial, Coopalm’s industrial sector, which produces canned hearts of palm. “My average income, from hearts of palm alone, is BRL 1,000 per month. I take pride in waking up in the morning and knowing that my busi-ness is waiting for me.”

The farmer does not work alone. His wife and chil-dren help him with the daily chores. One of them is Daniel Gonçalves, 18, who contributes what he is learn-ing at the Igrapiúna Rural Family House (CFR-I). He says that he has become more disciplined since he started studying at the school, where he is in his second year. “Previously, I didn’t help my father on the farm. Now I can see that hearts of palm are the future for me and the whole family.”

Strength through teamworkValuing teamwork is part of TEO and the life of Alex Melo, 15, and Jeté Estevão dos Santos, 18. They faced the challenge of working together on an initiative of the Agroforestry Family House (CFAF), which, like the CFR-I and Coopalm, is also part of the PDCIS. “The idea is to encourage students to play a leading role in agricul-tural projects,” explains Alex.

In the Agroforestry Condominium, located on the Fonte da Prata Farm in the municipality of Nilo Peçanha, Bahia, CFAF students have just finished planting two hectares with beans and bananas. “We all help each oth-er out and share what we know,” says Alex. Jeté adds, “Our goal is to build a sustainable future in the country-side. And we realize that we need lots of support from many people to achieve that goal.”

Governments (at the federal, state and munici-pal levels), businesses and civil society are working in partnership in the context of the PDCIS to create de-velopment opportunities for young people like Sildinei, Daniel, Alex and Jeté, who are determined to become the lead characters in their own stories. With the sup-port of their communities, they are helping form a more just society. ]

π Jefté dos Santos (left) and Alex Melo: mutual support and

shared experiences

π José Marculino and his son Daniel: confident in a future

for their family

64

RECOMMENDING A CHANGE IN ATTITUDE

π What are the future challenges for Odebrecht in Latin American countries with regard to Engineering and Safety?Our biggest challenge is achieving zero accidents. We learn from mistakes and experience. We have learned that, together, Engineering and Safety boost productivity, which is another future challenge. The first time I realized that Engineering and Safety go "hand-in-hand" was on the Carhuaz-Chacas-San Luís highway construction project in Peru. The Safety Engineering program emerged to mitigate and control risks. We started adapting the plans for the project to meet the goal of Safety. That initiative is now being implemented on almost all our projects in Latin America.

π What were the results achieved, and what are the next steps? Safety indices have improved. For us, however, the absolute number has to be zero. So

Carlos Alexandre de Almeida, the officer Responsible for Engineering at Odebrecht Infrastructure – Latin America, is a 43-year member of the Group. He leads three of the company’s fronts of operations: Engineering, Safety and Sustainability. When he undertook those responsibilities five years ago, he had some doubts about consolidating those areas in a single program. However, time and practical experience have shown him that they cannot be considered separately.

CARLOS ALEXANDRE DE ALMEIDA, RESPONSIBLE FOR ENGINEERING AT ODEBRECHT INFRASTRUCTURE – LATIN AMERICA

Written by Fabiana Cabral / Photo by Edu Simões

we’ve started another initiative aimed at changing people’s attitudes, because we already have the best equipment and methods. The Behavior Based Safety (SBC) program helps improve communication between supervisors and workers. We are dealing with human beings, their dreams and feelings, so we raise their awareness. Thanks to the Complete Safety Cycle [training, prevention and awareness], we will achieve that. We want to reach the goal of zero fatalities on all projects before 2020.

π How can we boost productivity? One of the watchwords for Latin America in the coming years is growing productivity. We must be effective and efficient at the same time. When we work in synergy, we tend to be more productive. Synergistic teams, high-tech equipment, education and planning are important tools for boosting productivity. We have 30 ongoing

projects, on average. We need to seek innovative models that already exist and share them through the Knowledge Communities, the Highlight Awards, the Good Practices Databank and dialogue. All our knowledge and experience resides in people. When a company member is open to innovation and shares their knowledge, the best things happen. ]

F I N A L W O R D

01a064_ingles.indd 64 10/21/14 12:11 PM

desenvolvimentoParceria para o

A união de esforços entre o setor público

e o setor privado tem produzido enormes

avanços para o Brasil em infraestrutura.

Portos, aeroportos, rodovias, ferrovias, usinas

hidrelétricas, redes de distribuição de água e

tratamento sanitário, sistemas de transmissão

de energia, entre outras estruturas estão sendo

qualificadas e modernizadas em vários estados.

São investimentos fundamentais para que as

diversas atividades econômicas do país

possam se desenvolver. A Odebrecht participa

desses esforços e assim contribui de forma

decisiva para o desenvolvimento nacional.

Construção do estaleiro e da base naval do Programa de Desenvolvimento de Submarinos da Marinha do Brasil, em Itaguaí (RJ)

RESPONSIBLE FOR CORPORATECOMMUNICATION AT ODEBRECHT S.A.Sérgio Bourroul

RESPONSIBLE FOR BRAND CONTENTAND MANAGEMENT AT ODEBRECHT S.A.Karolina Gutiez

EDITORIAL COORDINATIONVersal EditoresEditor-in-Chief José Enrique BarreiroExecutive Editor Cláudio Lovato FilhoEnglish Translation H. Sabrina GledhillPhoto Editor Holanda CavalcantiArt/Graphic Production Rogério NunesElectronic Publishing and English EditionCoordinator Juliana Ferreira Olivieri

Printing 516 copiesPre-Press and Printing Ipsis

Editorial offices:Rio de Janeiro +55 21 2239-4023São Paulo +55 11 3641-4743e-mail: [email protected]

You can also read magazine• on the Internet, at www.odebrechtinforma.com.br,where you can access videos and other reports;• on your iPad, by downloading the Revista OdebrechtApp free of charge from the App Store.

The Odebrecht Group is made up of:

BusinessesOdebrecht Industrial EngineeringOdebrecht Infrastructure - BrazilOdebrecht Infrastructure - Latin AmericaOdebrecht Infrastructure – Africa, Arab Emirates and PortugalOdebrecht United StatesOdebrecht Real Estate DevelopmentsOdebrecht EnvironmentalOdebrecht Oil & GasOdebrecht LatinvestOdebrecht PropertiesOdebrecht TransPortBraskemEnseada ShipbuildingOdebrecht AgroindustrialOdebrecht Defense and Technology

InvestmentsOdebrecht Brazil FundOdebrecht Africa Finance Odebrecht Latin Fund

Support CompaniesOdebrecht Energy SupplierOdebrecht Insurance BrokerOdebrecht Retirement FundOdebrecht Project EngineeringOdebrecht Export Services

Social ProgramOdebrecht Foundation

Capa_Ingles.indd 2 10/21/14 4:37 PM

ARENAS ENTERTAINMENT GUARANTEED WITH VERSATILITY AND EFFICIENCY

ETHYLENE XXI MEGAPROJECT GENERATES GREAT EXPECTATIONS IN MEXICO

PROJECTS DESIGNING THE FUTURE

F R ES H C H A L L E N G ES

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. OCT

2014

contributionAround the globe, as this issue of Odebrecht Informa helps demonstrate, the Group’s teams are using their expertise to help communities and countries make their dreams come true. Although they make that contribution by working on major projects – in the cases featured in this issue – there is a kind of work that is always necessary and for that reason (and not just that) it should be appreciated. They are apparently simple tasks involving details that often go unnoticed amid the routine of complex projects. But they are essential activities, carried out by men and women who love what they do. In the words of Michelangelo, “Details make perfection.”

Documents

PROJECTS DESIGNING THE FUTURE